Behavior #1 - STRAIGHT TALK (pp. 136 - 143)

Let's summarize STRAIGHT TALK, the first trust-building behavior:

Be honest.
Tell the truth.
Let people know where you stand.
Use simple language.
Call things what they are.
Demonstrate integrity.
Don't manipulate people or distort facts.
Don't spin the truth.
Don't leave a false impression.
Yada. Yada. Yada. No, seriously. Really. Thoughtfully read through these things we have heard for years that they have become mundane... but read them afresh. For me, one personal challenge that jumps out... "use simple language".

Covey describes "straight talk" as honesty in action. It is making sure that we do not leave the wrong impression and also not equivocating (vascillating in our opinions based on the preferences our audience or of those in power). It is easy to see how 'straight talk' is based in the core of character, namely integrity.

I'd also like to point out at this point that integrity and trustworthiness are both emotional intelligence skills (our learning framework from ELI):

Straight talk is especially applicable in the Professional Development Meeting, the context where we are striving to be effective feedback givers and receivers. As we've discussed. we must be able to give & receive both HONEST feedback and SUPPORTIVE feedback. One without the other is not truly 'straight talk'. Covey cites the example of Warren Buffet who writes an annual report with NO spin updates about the status of business, even going to far as to disclose his errors in judgment. 

The opposite of 'straight talk' is to lie or deceive. Ouch...when you put it that way, maybe we should take a closer look! I like that point that Covey uncovers that we will pay a tax for deceiving either now or in the future.  Sometimes the human mind thinks only in short-term, not long-term consequences.

Here are a list of counterfeit behaviors that defy 'straight talk':

* beating around the bush

* withholding information

* double-talk (say one thing, do another)

* misleading 

* flattery

* positioning & posturing

* leaving a false impression (despite speaking the technical truth)

* "spinning" (what Covey calls the grandaddy of them all) which also levies a 'spin tax' which incurs a 'withholding tax' (people begin to withhold information).  Some might call the play between spinning and withholding office politics. I'm sure none of us have experienced this first-hand. Good thing we have this book so we can learn about it. ;) "When people have the courage to stop the cycle of spin, amazing things happen.  Communication is clear.  Meetings are few, brief, and to the point.  Trust increases. Speed goes up. Cost goes down.

I love Covey's balanced approach in thinking through these behaviors. He recognizes that too much of a good thing is a bad thing. For instance, you can't excuse cruel and brutal communication as "straight talk".  We have to use skill, tact and kindness in all communication. Page 142 gives some great pointers on how to evaluate and improve your own 'straight talk' behavior. I think he has a great suggestion, to have an accountability buddy as we set goals to improve our trust-building behaviors. Is there someone you can ask, "How am I doing?" This is a feedback-seeking behavior.

So, how did you personally process or apply this chapter?

The 2nd WAVE - RELATIONSHIP TRUST (Behaviors) (pp. 125 - 143)

I believe it was Einstein that once said, "You can't think yourself out of a problem with the same thinking you used to think yourself into it." This Second Wave follows a similar idea: How to behave yourself out of problems you behaved yourself into!

Specifically, this Second Wave helps us learn to behave in ways with others that increase trust and avoid acting in ways that destroy trust through 13 specific trust-building behaviors.

Covey says that these behaviors are successful for four reasons:
1) They're not based on fads or practices, but time-tested principles.
2) They grow out of the four cores (credibility in character & competence)
3) They are actionable and can be implemented immediately.
4) They are universal (with anyone in your life in any sphere of influence in any culture)

Covey's audacious claim is that these behaviors have the power to create trust in all relationships you have both, personal & professional! He also says that we can behave ourselves out of a problem we have behaved ourselves into, and often faster than we think.

"People don't listen to you speak, they watch your feet," Covey says. Do you agree?

What you DO has far greater impact than anything you SAY. Why is that?

Consider emotional bank accounts. "By behaving in ways that destroy trust, you make withdrawals. By behaving in ways that build trust, you make deposits. The 'balance' reflects the amount of trust in the relationship at any given time.

* Each trust account is unique.
* All deposits and withdrawals are not created equal.
* What constitutes a deposit to one person may not to another.
* Withdrawals are typically larger than deposits.
* Sometimes the fastest way to build trust is to stop making withdrawals
* Each relationship has two trust accounts : your perception and other person's

Things to note about the behaviors section:

• All 13 behaviors require a combination of both character & competence. (The first 5 flow from character, the second 5 from competence and the last 3 from a combination.)
• Any of these behaviors can be taken to the extreme. (Plus Covey also denotes the opposite behavior for each).
• These behaviors work together to create balance (such as between "straight talk" and "demonstrate respect"
• There are tips on how to strengthen your 4 cores and suggestions on how to apply the behavior

Covey concludes this introduction to trust-building behaviors by reminding us that every encounter with another person is a "moment of trust." You can either build or tear down trust.

RESULTS continued (pp. 109 - 124)

Covey reveals to us his personal definition of leadership: "Getting results in a way that inspires trust." That is how 'core' trust is to his philosophy of leadership. How many of you referenced trust in your own philosophy of leadership statements? Maybe it is time for a revision...?

This chapter asks us some sensitive questions about our performance:

* What kind of results am I current producing?

* Do those results increase or diminish my personal credibility?

* If I were considering hiring someone, to what extent would that person's track record and current performance influence my decision?

* How good is my own track record?

* How likely would someone be to hire me based on my track record?

* How good am I at identifying desired results and executing effectively to accomplish those results?

* Does my performance inspire confidence and trust?

Think about those thoughtfully. Answer them in a journal if that will help you reflect on them seriously.

We are all evaluated by three key indicators: past, current and anticipated performance.

Consider these companies listed on the Reputation Quotient Survey for 2016:

http://www.theharrispoll.com/reputation-quotient/

Covey encourages us to ask TWO questions about results: What (results am I getting)? and How (am I getting them)? Are you alienating people as you get results? This short-circuits long-term gains because relationships have been damaged. Similarly, if people are included and respected in the process of getting results, you actually exponentially improve future results (faster, easier, happier).

Covey makes a point on page 116 that could be controversial.  He challenges the traditional definition of success to include the paradigm that even falling short produces the result of learning. Do you buy it? Yes, no, sometimes?  Certainly this idea dovetails nicely with our aspiration to become a feedback-seeking culture. "There is...wisdom in creating a culture that makes it safe for [that] to happen. A transparent culture of learning and growing will generally create credibility and trust, even when the immediate results are not the best."

Wildcard question: Does your performance (results) impact your sense of personal value/worth?

How To Improve Your Results:

1. Take responsibility for your results -results, not activity, is what is required. Measure your results. You be the judge.  This is an incredible coaching tool for those who are young professionals. "I stayed on my diet" compared to "I lost 13 pounds".  This is a destination, not the journey, paradigm.

2. Expect to win (self-fulfilling prophecy) -  I love that Covey refreshes the story of Pygmalion for us. Remember how he set his hopes on his statue of Galatea becoming a real woman...and she did? People will live up to or down to whatever you expect of them. And you will too. We tend to get what we expect from ourselves...and others. This is a growth mindset!

3. Finish strong - Results are all about finishing strong. "Beginners are many; finishers are few." Pick up the pace at the end and finish strong.

Core 4 - RESULTS (p. 109 - 124)

Have you guys ever heard of GE's stringent performance review process? Jack Welch was not messing around when it came to a 'rank and yank' style of talent management. You either make the grade or you get fired.

This chapter rounds out the 4 cores of credibility by emphasizing the necessity of RESULTS! Integrity, Intent, Capabilities...but RESULTS.

GE uses a framework of performance appraisal that considers four scenarios:

1) People who both deliver results AND live the values - these people are retained and promoted

2) People who neither deliver results NOR live the values - these people are let go

3) People who do not achieve, but who live the values - these people can be trained

4) People who achieve high results but do not live the values - these are the hardest of all to deal with! "They achieve the end that everybody wants, but they do it in a way that blatantly defies organizational values." According to "Neutron Jack" (Welch's nickname for his ability to eliminate employees while leaving buildings in tact), these employees too must go.

He says, "Clarity around values and behaviors is not much good unless it is backed up.  To make vlaues really mean something, companies have to reward the people who exhibit them and "punish" those who don't."

This is a bit of a surprising stance considering emphasis (necessity, demand!) of performance in today's competitive market environment. "To keep them on as they are is not only unsustainable, it is damaging to the organization and destroy credibility and trust." Can't we sweep some poor behaviors under the rug if the team member is bringing the critical results we need to prosper? Aren't we in business to prosper? What does it mean to prosper, anyway?

Since this (team members who violate values but produce results) is a prevalent and common organizational phenomenon, I'll lead this week's discussion with the simple question: Do you agree? Is performance (results) enough or is performance apart from (emotional intelligence) acceptable?

Another popular framework for evaluating performance is called the 9-box model of performance management:

What do you think about using this framework for performance (results) evaluation?

CORE 3 - CAPABILITIES (pp. 91 - 108)

"Don't you realize that we are surrounded by our enemies on every side, and our very survival as a nation depends on our skill?" We aren't at war, but there is a lot at stake if our capabilities aren't where they should be: profit, time, morale, reputation, future opportunity.

"Capable people are credible people." In this section, Covey introduces the COMPETENCE side of building credibility (compared to the CHARACTER side which we just read about: Integrity & Intent). "The competence dimension rounds out and helps give trust its harder, more pragmatic edges." As I translate COMPETENCE to ELI principles, I think about how competence is required to have either INFLUENCE or IMPACT (Core Competencies).

This chapter was so good it hurt! So much good material here! The Peter Principle, TASKS, matching T.A.S.K.S. with Tasks (job fit, job alignment), and How to Increase Capabilities. Wow.

When Covey talks about capabilities, he is talking about these dimensions of capabilities:

Talents - our natural gifts and strengths. These are often the strengths we can't see because they come so naturally.  It is Warren Bennis that speaks so meaningfully about our responsibility to "fully express ourselves in the world". What does this mean? It means to find out what your natural talents are (not what others tell you they are) and employ them to the benefit of humanity.

Attitudes - our paradigms, ways of seeing (and I'll add our core beliefs and values). Covey warns against an entitlement mentality. I think we are intimately acquainted with what this is and can give plenty of personal examples of where this is showing up in our culture. Instead, he suggest nurturing a positive and grateful heart.

Skills - these are abilities we acquire through training or experience. While skills grease the skids for performance, Covey warns about not getting typecast into a role just because you have certain skills. It is more effective to leverage your natural talents than your acquired skills. Love that. (been there!)

Knowledge - our learning, insights, understanding, awareness. Covey exhorts us to be ever-learning and staying current in our chosen field. Bryan Dodge quoted Covey's conversation with a CEO when he repeated this clever exchange. "What if we train them and they leave?" "What if we don't, and they stay!" Point well-made.

Style - our unique approach & personality. This section reminds me of our conversation on the 6 Leadership Styles from Daniel Goleman (plus Laissez Faire). Many different styles of management/leadership are effective, we just need to be adept at deciphering which one the situation calls for! (Reminder: visionary, democratic, affiliative, coaching, pace-setting, commanding styles?)

Finally, Covey gives us 3 Ways to Increase Capabilities:

1) Run with your strengths (and your purpose) - focus on engaging, developing, leveraging what is uniquely yours. (Reminder: Strengths-based leadership concept from ELI)

2) Keep yourself relevant - be a lifelong learner, learn everything you can about anything related to your passions and position

3) Know where you're going - people follow those who know where they're going. (Visionary Leadership)

What resonated with you all?

CORE 2 - INTENT (pp. 72 - 90)

There are 4 Cores of Credibility: Integrity, Intent, Capabilities, Results

This week's discussion is on Core 2: INTENT

Covey shares the amusing story of his father (Stephen Covey Sr.) accidentally leaving his mother standing on the side of the road on a cold night as they were switching drivers.  Standing (and shivering) there in amazing as she watched Mr. Covey's taillights speed off into the distance, Sandra was left to ponder the intent of her husband. It all turned to be a funny family tale.  Many times, we are Sandra. Left on the side of the road, cold and alone, wondering, "Now I wonder what that person's intention was when he/she behaved that way."  What a great topic and a great chapter!

Some of you may remember our class in ELI last year when we concluded that we are responsible not just for INTENT, but for our IMPACT, regardless of intent.  Covey (back to Jr. now) talks about the critical nature of establishing intent so that we can establish and maintain credibility. Intent is vital to trust!

Here are some important points:

* Intent matters
* It grows out of character
* While we tend to judge ourselves by our intent, we tend to judge others by their behavior (In social psychology research, Fundamental Attribution Error is similar saying we judge others' shortcomings/failures by their character, whereas our shortcomings/failures are from circumstances.)
* Our perception of intent has huge impact on trust
* People often distrust us because of the conclusions they draw about what we do
* It is important for us to actively influence the conclusions others draw by "declaring our intent"

"While our motives and agendas are deep inside in our own hearts and minds, they become visible to others through our behaviors and as we share  them with others." Of all the cores, this one - for me - can be the most potentially frustrating. If anyone has ever had his/her motives twisted or hijacked - and used against you, it simply doesn't seem fair that others would have any authority to decide WHY we behaved in such a way.  But human nature is here to stay - whether we agree with it or not. Better to learn to influence it.

I do want to mention again briefly our conversation a year and a half ago about quality space since it also applies to INTENT.  You might remember that one of the examples of holding a quality space was to reserve judgment when trying to discern a reason or come to a conclusion about a matter. It is the mark of a mature leader to be able to withhold his own thoughts - to wait for more information or evidence - and in some cases forfeiting the role of judge altogether.  Assuming the best, overlooking a slight and responding to someone in a way that preserves and nurtures the relationship is far more beneficial than being suspicious.

Covey covers three important areas related to INTENT:

1) Motive - your reason for doing something. "The motive that inspires the greatest trust is genuine caring - caring about people, caring about purposes, caring about the quality of what you do, caring about society as a whole." (Are you also beginning to see a pattern in human growth models where ultimate maturity ends in caring for a others, a group, society and serving those you care about.)

As idealistic as Covey is, he does provide for the possibility that we actually don't care. To that, he simply says, "that's fine - But you will need to understand that you will pay a tax for it." (p. 79) I love the assertion from Coach Jimmy Johnson that the only thing worse that a [leader] who doesn't care about his people is one who pretends to care." Covey turns optimistic again encouraging us that there are things we can do to increase how much we care!

2) Agenda - agenda grows out of motive. Agenda is what you intend to do or promote because of your motive.  Are you a win-win kind of person, or a win-lose kind of person?

3) Behavior - behavior is the manifestation of motive and agenda.  "The behavior that best creates credibility and inspires trust is acting in the best interest of others." And this is not always that easy to discern, ask any parent! Also, realism tells us that we can only care for and serve so many. This creates a dilemma.

3 Things We Can Do To Improve Intent:

1) Examine and refine your motives - soul-searching questions serve the purpose here (p. 85)

2) Declare your intent - don't be afraid to tell others what is in your heart and mind

3) Choose abundance - there is always enough to go around. Don't be taken captive by the fear of scarcity.

* Trusted

Core 1 - INTEGRITY (pp. 59 - 72)

Hi ya'll. Hope everyone is doing well!

Covey uses the metaphor of a tree to demonstrate the 4 Cores of Credibility with the roots being Integrity (Character). "Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability, and growth of the entire tree."

Have you ever employed a mentality that says, "The ends justifies the means."? You don't have to admit it right here, of course. And this could open up a big can of 'ethical frameworks' debate, but Covey is making a point. Justifying wrong actions is not integrity.

It might be at this point in the book where we get discouraged at the high demands that integrity requires and fold it up and put it away.  Even if you don't feel you are currently at your best, let's keep reading. I personally feel integrity is something we ebb into and out of, even though integrity does imply honorable consistency. We are human, we try, we fail. Let's keep trying.

I like the point made that ethics (adherence to rules and regulations) implies compliance. Integrity is much more than just compliance.  Chris Bauer, (psychologist, corporate ethics trainer) commented, "It's a psychological issue - [there is] an absence of core values, confusion about what is the right thing to do." I don't know about ya'll, but it seems to me like we're in a time where many are confused about right and wrong, which makes understanding an objective standard of integrity difficult to pin down, much less stand for.

You will remember that Integrity is one of our 6 Core Competencies for building high-performing leaders at Ebco. Our statement is that KP's (knowledgeable partners) demonstrate the character necessary for effectively leading others (and self) in ways that are moral, ethical, authentic and consistent.

Covey asserts that integrity is made up of: Congruence, Humility & Courage:

Congruence = when there is no gap between intent and behavior.

Humility = demonstrated through a person who is more concerned about what is right instead of who is right

Courage = doing the right thing, even when it is hard

How to Make a Powerful Difference in Increasing your Integrity:

1) Make and keep commitments to yourself - "There is absolutely nothing you can do that will increase integrity faster than learning how to make and keep commitments to yourself. Covey advises, don't make too many commitments (lest you get overwhelmed). Treat a commitment you make to yourself with as much respect as you do the commitments you make to others. Don't make commitments impulsively. Sounds like great advice to me!

2) Stand for something - "You can't work from the inside out if you don't even know what's inside. (Insert story of the priest & soldier... who are you, where are you going, why are you going there?)

3) Be Open - Openness is vital to integrity. "He who cannot change the very fabric of his thought will never be able to change reality, and will never, therefore, make any progress." Mic drop. (If anyone wants extra brownie points, google 'confirmation bias' and blend that into this point about being open!

So...let's hear your thoughts on this section. Good stuff, huh guys?

The First Wave: Self-Trust (The Principle of Credibility) (pp. 41- 58)

If the book stopped after this section, I would call it one of the best leadership reads 'ever'. As we discussed in ELI, leadership that lasts comes from the inside-out (who you are into what you do). Covey suggests in order to build trust, that we must start with ourselves (sound familiar)? In order to lead others, we must lead ourselves.

This section is about understanding how to build personal credibility through the 4 cores of Integrity, Intent, Capabilities and Results.

Integrity and Intent come from the CHARACTER aspect of trust.
Capabilities and Results come from the COMPETENCE aspect of trust.

The reflection questions that Covey poses to determine credibility are:
1) Do I trust myself?
2) Am I someone others can trust?

It is really very simple really. "The only way to build trust professionally or personally is by being trustworthy." Now we are getting something else concrete that relates to our Core Competency of INTEGRITY.

On pp. 50 - 53, there is a questionnaire that will help you quantify your personal credibility. You may also take the assessment online at www.speedoftrust.com (w/ scoring and analysis and tips on credibility).

Core 1: INTEGRITY -walking your talk, authenticity, beliefs lining up with behavior
Core 2: INTENT - our motives & agendas w/their resulting behavior, caring for the wellbeing of others
Core 3: CAPABILITIES - talents, skills, knowledge, attitude & style plus our ability to establish, grow, extend & restore trust
Core 4: RESULTS - our track record, performance, getting the right things done at the right times

Could you imagine this being a scale used during the Professional Development Meeting? Is this a fair way to evaluate someone on your team?

What about during the hiring process?

What do you think about the marketing strategy example described on page 58? Could that be useful for Ebco's business development strategy? What would it look like?

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!

Introduction

What does it take to build healthy, effective teams?

Some have said, "You have to get the right people in the right seats on the bus."

Some have said that you have to have people that know what they're doing.

Others have said a tenacious focus on accomplishing goals is the bedrock of trust.

Or, you might agree with Jim Collins (author of Good to Great) that a Level 5 leader makes all the difference.

For those that are already thinking about the communication and conflict issues related to team management, you might say the ability to get along with others trumps these other important aspects of teaming.

To all of this I say, "yes".

Patrick Lencioni, a contemporary leadership thinker and consultant suggests that vulnerability-based TRUST is actually the foundation on which cohesive teams are built. Can your team members admit when they are wrong? Do they ask for help? Do they offer sincere praise when it is appropriate? I can see where he is coming from. Here is his model of effective teams in one image:

Mr. Lencioni proposes that all team-cohesiveness starts with trust. And he isn't the only one speaking out on this subject.

David Horsager is the author of The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships and a Stronger Bottomline.

Christopher Evans wrote Leadership Trust: Build It, Keep It.

Megan Tschannen-Moran shares her thoughts in Trust Matters: Leadership for Successful Schools.

And Charles Green, an author and consultant, focuses solely on trusted business relationships in his consulting work. He has written an enlightening article on the subject here:  http://www.forbes.com/sites/trustedadvisor/2012/04/03/why-trust-is-the-new-core-of-leadership/#6e1f24cf5e12


Many companies include trust in their core values statement. Bill Egger's former employer, MOOG (manufacturers of precision motion control products) includes the quality of trust in their core values statement. Could it be that so many well-respected product- and profit-focused businesses really give that much attention to such a "soft" quality? Read this excerpt from MOOG's core value statement and consider how trust might impact team performance:

"For our collaboration to be effective, mutual trust is crucial.  Each of us has to be willing to rely on what our teammates have said and what they've done.  We trust that people show up every day and put forth an honest effort.  If one of our folks has signed off a piece of work as complete, we believe it is complete.  If someone make a statement, we believe the statement is honest and correct.  This level of trust has to be earned and, in order to maintain it, everyone has to deal with each other honestly and fairly."

Ok, we get it. Trust matters!

Most of us have an idea about how trust is built, maintained, lost and re-established.  We are dealers in trust from birth, but maybe we have never intentionally studied trust in order to make it stronger! Why are some people natural trust-builders and others aren't initially trusted? What is the DNA of trust? How can I be fair without blindly trusting every Joe-Schmoe who walks through the door petitioning for my trust? What are the behaviors that can help me as a leader strengthen my 'trustworthiness'. Are we undermining our own influence without knowing it? If I've lost trust, how can I ever hope to restore a friend or colleague's faith in me?

For the next few weeks, we will have an online book study and discussion related to Stephen M.R. Covey's in-depth look at the subject of trust in his book The Speed of Trust: The One Thing That Changes Everything. Stephen is the son of renowned leadership expert Stephen Covey whom you probably know for his smash-success The 7 Habits of Highly Effective People.  In his book, you will see that Stephen (Jr.) does not fall far from the leadership tree.

Dig in over the next few weeks, read the chapters, participate in the online dialogue and let's see what conclusions we can draw about effective teams from this thought-provoking book.

I will post one blog post each week that will be sent to your inbox. Read the chapter for that week, then log on to see what your colleagues are thinking and learning from this incredible book!


See you in Chapter 1 "The One Thing That Changes Everything"!


To find an overview, go here: 
https://www.amazon.com/SPEED-TRUST-Thing-Changes-Everything/dp/1416549005/ref=sr_1_1?ie=UTF8&qid=1468437967&sr=8-1&keywords=speed+of+trust

* Since we've talked about becoming a feedback-seeking culture, I will give one Feedback Coin (FC) for each typo you find in my blog - yes, I'm serious. It's just a fun game. You can use your coins at the end of the study in the Innertwine Store (which I'll let you know more about later).