Trust is the operating system of every relationship.
Think about that metaphor: operating system. You can have great software programs installed on your computer. But if the computer’s operating system has a glitch, nothing seems to work right.
In your work environment you can have world-class processes in place, backed up by well-conceived procedures. But if trust is fragile, you can never achieve consistently good results.
In personal relationships, trust is always the key. It’s possible to like and even love someone. But if strong trust is not part of the relationship, it can never reach its full potential.
Honesty, of course, is a component of trust. Yet some people can be basically honest but simply unreliable. Reliability is also a matter of trust.
New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire: How Truly Great Leaders Unleash the Greatness in Others. With a Harvard MBA, he’s the former CEO of the Covey Leadership Center which, under his stewardship, became the world’s largest leadership development firm. Stephen is the son of the late Stephen R. Covey, best known as author of The Seven Habits of Highly Effective People which, according to CEO Magazine, was one of the two most influential business books of the 20th century.
Trust is a competency and an actual skill that can be learned.
Both individuals and organizations should be alerted to low-trust taxes and high-trust dividends.
Trust and inspire leaders always produce better results than command and control leaders.
What are some low-trust taxes that you may be inadvertently imposing on people?
How can you use transparency, straight talk, and keeping commitments to increase or reinforce the trust people have in you?
How can you be more explicit about your trust-building behaviors?
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