You Can Do Something About This! (pp. 27 - 40)

Hey guys...great trial run last week, I really enjoyed reading your takeaways. I think we'll get into a rhythm with this. I had thought Blogger would email ya'll when someone had posted or responded to your comment, but apparently it doesn't. So, you might want to check the blog from time to time for additional comments. Remember, the link is www.eliteaming.blogspot.com.

You Can Do Something About This!

This section opens with Stephen describing his dad assigning him stewardship over their yard as a young seven year old. Dad's instructions were to keep the lawn "green" and "clean" however he saw fit to accomplish those two deliverables. Dad set the expectation, demonstrated what he meant by both "green" and "clean", he absolved himself of responsibility - except that of an occasional assistant if needed - and set up a system for accountability (walking the property twice a week).

As the story goes, at test time, young Stephen didn't exactly pass with flying colors. The yard was brown and littered with trash. With one short lesson in accountability - and Dad providing the promised assistance - Stephen began to step into his new role as lawn caretaker.  Apparently, the takeaway for Dad was teaching responsibility, but the takeaway for Son was learning the pleasure of gaining dad's trust . "I wanted to show him that I was capable and responsible.  My father had extended trust to me, and that inspired me and created a sense of responsibility and integrity that has stayed with me throughout my life."

Booker T. Washington sums up this story so nicely: "Few things can help an individual more than to place responsibility on him, and to let him know that you trust him."

Covey says that trust is one of the most powerful forms of motivation and inspiration.  I have felt that. I am sure you have too. We talked about 8 Core Human Motivators (Desires) in ELI last year.  One of them was Competence. One was Ownership. One was Power. One was Recognition. I wonder how many of these desires are fulfilled simply by being trusted by someone in a position of authority or in partnership with us.

Covey states that trust requires both character and competence.  Perhaps people have historically thought trust comes mostly from character (integrity, motive, intent with people) but he makes the equally valid point that people trust us when we utilize our capabilities and skills to get results and build a track record. Great point!

What made you all think in this chapter or was a new idea?

The One Thing That Changes Everything (up to p. 26)

Hey gang! Here we go! Here are some ideas to refresh you on these opening pages. You can comment on what is here or contribute any reflection or reaction to what you have read so far. Be sure to offer a comment and then offer a response to someone else's comment.

Covey's opening thesis:
"There is one thing that is common to every individual, relationship, team, family, organization, nation, economy and civilization throughout the world - on thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love."

"On the other hand, if developed and leveraged, that one thing has the potential to crate unparalleled success and prosperity in every dimension of life. Yet it is the least understood, most neglected, and most underestimated possibility of our time."

"That one thing is trust."

Covey goes on to say:
"Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don't; rather, trust is a pragmatic, tangible, actionable asset that you can create - much faster than you probably think possible... it is the key leadership competency of the new global economy."

In the opening pages, Covey defines 'trust' simply as 'confidence' (compared to its opposite: suspicion). "The difference between a high-trust and a low-trust relationship is palpable" just by thinking about those whom you trust and those whom you don't.



REFLECT on any of these ideas:

What are your knee jerk thoughts on the role of trust in relationships - at work, at home, among strangers working side by side in society?

According to a recent study by British sociologist David Halpern, only 34% of Americans believe others can be trusted. Do we have a trust crisis on our hands? (p. 10) What are its ramifications?

Do you agree that we project the behavior of the few upon the many? How does suspicion effect the way we show up in teams? (ref. p. 13)

Can you think of some additional examples of Covey's formula : (p. 13)
When Trust goes DOWN = Cost goes UP, Speed goes DOWN
When Trust goes UP = Cost goes DOWN, Speed goes UP



REACT to any of the following statements:

* "Do you trust your boss?" Companies have learned that the answer to this one question is more predictive of team and organizational performance than any other question they might ask. (p. 17)

* "High-trust individuals are more likely to be promoted, make more money, receive the best opportunities, and have more fulfilling and joyful relationships." (p. 21)

* Robert Shaw suggests that success in business requires two things:
A) a winning competitive strategy
B) superb organizational execution
Covey says that trust impacts both of these. (p. 20)

There are 8 Trust Myths - react to any one of these (p. 25)
1) Trust is soft.
2) Trust is slow.
3) Trust is built solely on integrity.
4) You either have trust or you don't.
5) Once lost, trust cannot be restored.
6) You can't teach trust.
7) Trusting people is too risky.
8) Trust is established one person at a time.

Alright, let the comments fly!