|
|
The SPEED of Trust: The One Thing That Changes Everything (Paperback)
by Stephen M. R. Covey
| Category:
Leadership, Relationship, Career success, Personal growth |
| Market price: ¥ 168.00
MSL price:
¥ 148.00
[ Shop incentives ]
|
| Stock:
In Stock |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A description of the advantages of forming trust, the psychology of trust, and how to build trust. |
| If you want us to help you with the right titles you're looking for, or to make reading recommendations based on your needs, please contact our consultants. |
Detail |
Author |
Description |
Excerpt |
Reviews |
|
|
|
Author: Stephen M. R. Covey
Publisher: Free Press
Pub. in: February, 2008
ISBN: 1416549005
Pages: 384
Measurements: 8.7 x 5.3 x 1.1 inches
Origin of product: USA
Order code: BA01281
Other information: ISBN-13: 978-1416549000
|
|
Rate this product:
|
|
- Awards & Credential -
A bestseller on Amazon.com. |
|
- MSL Picks -
There is one thing that is common to every individual, organization, nation, and civilization throughout the world--one 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, and the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. According to the author, that one thing is trust.
The author says that "The Five Waves of Trust" define the way we establish trust and make it actionable. Understanding these waves will enable you to speak and behave in ways that establish trust, allowing you to become a leader who gets results by inspiring trust in others.
First Wave: Self Trust. The key principle underlying this wave is credibility.
Second Wave: Relationship Trust. The key principle underlying this wave is consistent behavior.
Third Wave: Organizational Trust. The key principle underlying this wave, alignment, helps leaders create organizational trust.
Fourth Wave: Market Trust. The underlying principle behind this wave is reputation.
Fifth Wave: Societal Trust. The principle underlying this wave is contribution.
Here is a list of useful concepts I liked in the book:
Trust is the "hidden variable" in the formula for organizational success. The traditional business formula is: (Strategy x Execution = Results). But there is a hidden variable: (Strategy x Execution) x Trust = Results.
Trust always affects two outcomes: speed and cost. When trust goes down, speed goes down and cost goes up. Consider the time and cost of airport security after 9/11, or costs for Sarbanes-Oxley Act compliance in response to Enron, WorldCom and other corporate scandals. When trust goes up, speed goes up and cost goes down. Warren Buffett completed the acquisition of McLane Distribution from Wal-Mart on the basis of a two-hour meeting. Because of high trust between the parties, the merger took less than a month.
In a high-trust relationship, you can say the wrong thing and people will still get your meaning. In a low-trust relationship, you can be very precise, and they'll still misinterpret you.
If we can't trust ourselves, we'll have a hard time trusting others.
Who do you trust? Why do you trust this person? Now consider an even more provocative question: Who trusts you?
To use the metaphor of the tree, integrity is the root. 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. We've all seen people with enormous capability, strong results, and good intent who go about what they're doing in a dishonest way. On the other hand, to have integrity only is to be a "nice guy," or a thoroughly honest person, who is basically useless. To most people, integrity means honesty--telling the truth and leaving the right impression.
Results matter to your credibility. They give you clout. Returning once again to the metaphor of the tree, results are the fruits--the tangible, measurable, end purpose and product of the roots, trunk and branches.
Sometimes, poor behavior turns out to be bad execution of good intent.
Communicate clearly so that you cannot be misunderstood. Declare your intent, so you leave no doubt about what you are thinking. Be honest and call things what they are. Don't manipulate people, distort facts, or leave false impressions.
Be real and genuine and tell the truth in a way that people can verify.
Make restitution instead of just apologizing. The opposite is to deny or justify wrongs because of ego and pride, and to cover up mistakes. Apologize quickly, take action to make restitution when possible, and demonstrate personal humility to achieve this behavior.
Give credit to others and speak about people as though they are present. Don't badmouth people behind their backs and don't disclose others' private information.
By establishing a track record, making the right things happen, being on time and on budget, and not making excuses for not delivering, you quickly restore lost trust on the competence side.
Continuously improve by learning, growing and renewing yourself. Others will develop confidence in your ability to succeed. The opposite is the eternal student--always learning, but never producing. Don't be afraid to make mistakes but learn from them.
Take the tough issues head-on. It is far better to address the real issues and lead courageously in discussions of uncomfortable topics.
Do both: hold yourself and others accountable.
Genuinely understand another person's thoughts and feelings, before trying to diagnose or advice. The opposite is to speak first and listen last, or not at all, and to pretend to listen while waiting for your own chance to speak. Use your eyes and your gut to listen as well as your ears, and don't presume you know what matters to others.
Keep all commitments the symbol of your honor.
Extending trust leverages it to create reciprocity. Do not extend false trust by giving people responsibility, but no authority or resources to complete a task. Extend conditionally to those who are earning your trust, but extend it abundantly to those who have earned it.
Doing good is no longer an addition to business; it is part of business itself.
Inspire trust by starting with yourself and your own credibility, and then consistently behave in trust building ways with other people.
Restoring trust within an organization may seem difficult; however, the fact that high-trust organizations outperform low-trust organizations by three times provides a strong incentive to make the effort. In the 1990s, Nike was criticized by activists for not being socially responsible, based on the conditions in some of the plants of their foreign manufacturing partners. However, Nike's behavior over the ensuing years resulted in 2005 with being listed as #13 on the "Best Corporate Citizens" list.
(From quoting Sahra Badou, Japan)
Target readers:
Managers, professionals, entrepreneurs and government workers. A must-have in all corporate libraries.
|
|
Customers who bought this product also bought:
 |
The 7 Habits of Highly Effective People, Powerful Lessons in Personal Change (Paperback)
by Stephen R. Covey
A definitely priceless possession, this life-changing book of principles is simply a life management tool everyone needs to stay effective. |
 |
Quantum Success: The Astounding Science of Wealth and Happiness (Paperback) (Paperback)
by Sandra Anne Taylor
'Quantum Success' takes you on a quantum leap into a life of prosperity, abundance and happiness by enhancing our understanding of personal life transformation.
|
 |
How Full Is Your Bucket? Positive Strategies for Work and Life (Hardcover) (Hardcover)
by Tom Rath , Donald O. Clifton
The concept of the book is simple: Everyone got an invisible bucket. Learn how to discover your strengths! |
 |
Little Gold Book of YES! Attitude: How to Find, Build and Keep a YES! Attitude for a Lifetime of SUCCESS (Jeffrey Gitomer's Little Books) (Hardcover)
by Jeffrey Gitomer
|
 |
Excuse Me, Your Life Is Waiting: The Astonishing Power of Feelings (Paperback)
by Lynn Grabhorn
If you're also searching for an answer to the question, "What makes our lives turn out the way they do?" , then read the book and get the answer. You'll be empowered to be positive and action-focused. |
 |
The Power of Positive Thinking : Ten Traits for Maximum Results (Paperback)
by Dr. Norman Vincent Peale
Not as a means to fame, riches or power, but... to overcome defeat and accomplish worthwhile creative values in life! Don't miss this great classic. |
 |
Reposition Yourself: Living Life Without Limits (Hardcover)
by T. D. Jakes
Life affirming and life changing! For anyone looking to make the necessary changes in their life to truly be happy, this is a must read. |
 |
Unstoppable (Paperback)
by Cynthia Kersey
Encouraging and empowering and through the stories of ordinary people who have accomplished extraordinary things, the author gives you insight into your own potential for greatness. |
 |
Real Magic: Creating Miracles in Everyday Life (Paperback)
by Wayne W. Dyer, Ph.D.
A real source of inspiration and guidance, Real Magic is as profound as it is simple. See if you are amazed at it as many others have been. |
 |
The Secret (Hardcover)
by Rhonda Byrne (Editor)
A masterful collection of information used throughout history to create tremendous life changing results. |
 |
The Road Less Traveled, 25th Anniversary Edition : A New Psychology of Love, Traditional Values and Spiritual Growth (Paperback)
by M. Scott Peck, M.D.
Filled with case studies and personal antidotes that bring clarity to our understanding of discipline, love, growth, and grace, the book is worthy attempt in the integration of psychology and religion. |
 |
As a Man Thinketh (Paperback)
by James Allen
A motivation classic, this little book has inspired millions around the world with compelling wisdom. |
 |
The Alchemist (Plus) (Paperback)
by Paulo Coelho
An inspirational and uplifting tale of the true hero in an average boy who follows his heart to his destiny, the book motivates us to listen to our inner voice and follow our passion. |
 |
Learned Optimism: How to Change Your Mind and Your Life (Paperback)
by Martin E. Seligman
Healing, encouraging, and life-changing, this book is an excellent treatise on how thinking patterns affect how we perform and feel. |
 |
How to Win Friends & Influence People (Mass Market Paperback) (Paperback)
by Dale Carnegie
Timeless, life-changing and most valuable advice on life skills. Recommended to everyone as a guide to live with. |
 |
If I'd Known Then What I Know Now: Why Not Learn from the Mistakes of Others? : You Can't Afford to Make Them All Yourself (Paperback)
by J. R. Parrish
Packed with wisdom, Parrish’s book is one of the Owner’s Manual for those getting started in life and those aspiring to wellbeing. |
 |
Law of Attraction (Paperback)
by Michael J. Losier
Having grasped the intricacies and depth of the Law of Attraction, this book teaches you how to attract more of what you want, and less of what you don't. |
 |
Mastery: The Keys to Success and Long-Term Fulfillment (Paperback)
by George Leonard
This short and pithy small book contains a wealth of wisdom about mastery and success, which is described by the author as a "long-term, essentially goalless process." |
|
|
Stephen R. Covey is an internationally respected leadership authority, family expert, teacher, organizational consultant, and vice chairman of FranklinCovey Co. He is the author of several acclaimed books, including The 7 Habits of Highly Effective People, The 8th Habit and The 7 Habits of Highly Effective Teens. He lives with his family in the Rocky Mountains of Utah, USA.
|
|
From Publisher
From Stephen R. Covey's eldest son comes a revolutionary new path towards productivity and satisfaction. Trust, says Stephen M.R. Covey, is the very basis of the new global economy, and he shows how trust - and the speed at which it is established with clients, employees and constituents - is the essential ingredient for any high-performance, successful organization.
For business leaders and public figures in any arena, The Speed of Trust offers an unprecedented and eminently practical look at exactly how trust functions in our every transaction and relationship - from the most personal to the broadest, most indirect interaction - and how to establish trust immediately so that you and your organization can forego the time-killing, bureaucratic check-and-balance processes so often deployed in lieu of actual trust.
|
Nothing is as Fast as the Speed of Trust
Speed happens when people... truly trust each other.
- EDWARD MARSHALL
If you're not fast, you're dead.
- JACK WELCH
I'll never forget an experience I had several years ago when I worked for a short stint with a major investment banking firm in New York City. We had just come out of a very exhausting meeting, during which it had become evident that there were serious internal trust issues. These issues were slowing things down and negatively affecting execution. The senior leader said to me privately, "These meetings are dysfunctional and a waste of time. I just don't trust 'Mike.' I don't trust 'Ellen.' In fact, I find it hard to trust anyone in this group."
I said, "Well, why don't you work on increasing trust?"
He turned to me and replied seriously, "Look, Stephen, you need to understand something. Either you have trust or you don't. We don't have it, and there's nothing we can do about it."
I strongly disagree. In fact, both my personal life and my work as a business practitioner over the past 20 years have convinced me that there is a lot we can do about it. We can increase trust - much faster than we might think - and doing so will have a huge impact, both in the quality of our lives and in the results we're able to achieve.
TRUST ISSUES AFFECT EVERYONE
As I speak to audiences around the world about the Speed of Trust, I repeatedly hear expressions of frustration and discouragement such as these:
I can't stand the politics at work. I feel sabotaged by my peers. It seems like everyone is out for himself and will do anything to get ahead.
I've really been burned in the past. How can I ever trust anyone enough to have a real relationship?
I work in an organization that's bogged down with bureaucracy. It takes forever to get anything done. I have to get authorization to buy a pencil!
The older my children get, the less they listen to me. What can I do?
I feel like my contributions at work are hardly ever recognized or valued.
I foolishly violated the trust of someone who was supremely important to me. If I could hit "rewind" and make the decision differently, I would do it in a heartbeat. But I can't. Will I ever be able to rebuild the relationship?
I have to walk on eggshells at work. If I say what I really think, I'll get fired... or at least made irrelevant.
My boss micromanages me and everyone else at work. He treats us all like we can't be trusted.
With all the scandals, corruption, and ethical violations in our society today, I feel like someone has pulled the rug out from under me. I don't know what - or who - to trust anymore.
So what do you do if you're in a situation like one of these - or in any situation where a lack of trust creates politics and bureaucracy, or simply slows things down? Do you merely accept this as the cost of doing business? Or can you do something to counteract or even reverse it?
I affirm that you can do something about it. In fact, by learning how to establish, grow, extend, and restore trust, you can positively and significantly alter the trajectory of this and every future moment of your life.
GETTING A HANDLE ON TRUST
So what is trust? Rather than giving a complex definition, I prefer to use the words of Jack Welch, former CEO of General Electric. He said, "[Y]ou know it when you feel it."
Simply put, trust means confidence. The opposite of trust - distrust - is suspicion. When you trust people, you have confidence in them - in their integrity and in their abilities. When you distrust people, you are suspicious of them - of their integrity, their agenda, their capabilities, or their track record. It's that simple. We have all had experiences that validate the difference between relationships that are built on trust and those that are not. These experiences clearly tell us the difference is not small; it is dramatic.
Take a minute right now and think of a person with whom you have a high trust relationship -- perhaps a boss, coworker, customer, spouse, parent, sibling, child, or friend. Describe this relationship. What's it like? How does it feel? How well do you communicate? How quickly can you get things done? How much do you enjoy this relationship?
Now think of a person with whom you have a low-trust relationship. Again, this person could be anyone at work or at home. Describe this relationship. What's it like? How does it feel? How is the communication? Does it flow quickly and freely... or do you feel like you're constantly walking on land mines and being misunderstood? Do you work together to get things done quickly... or does it take a disproportionate amount of time and energy to finally reach agreement and execution? Do you enjoy this relationship... or do you find it tedious, cumbersome, and draining?
The difference between a high- and low-trust relationship is palpable! Take communication. In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they'll still misinterpret you.
Can you even begin to imagine the difference it would make if you were able to increase the amount of trust in the important personal and professional relationships in your life?
THE CRUCIBLE
One of the most formative experiences I've had personally in increasing trust occurred several years ago as a result of the merger between Franklin Quest and Covey Leadership Center to form FranklinCovey Company. As anyone who has ever been through a merger or an acquisition will know, these things are never easy. The merged company had terrific strengths. We had great people, superb content, loyal clients, and productive tools. But the blending of the two cultures was proving to be enormously challenging.
As president of the Training and Education business unit, I had traveled to Washington, D.C., to address about a third of our consultants on the topic of our division's strategy. But a meeting that should have had me looking forward with anticipation literally had my stomach churning.
Several weeks before, the company's new CEO - frustrated (as we all were) with the enormous problems and friction that had beset what had seemed to be a promising merger - had scheduled a meeting of all the consultants in the company. In an effort to "get out" everyone's concerns, he had created a format in which we, as leaders, were to listen, but could not respond, to anything anyone wanted to say. The meeting, scheduled to last four hours, turned into a 10-hour "dump" session. With no one allowed to amend, correct, give context, supply missing information, discuss the other side of the issues, or even show the dilemmas involved, only a small percentage of what was said had real contextual accuracy. Most was misinterpreted, manipulated, or twisted, and some of it was flat-out wrong. There were assumptions, suspicions, accusations, frustrations. And, as leaders, we had reluctantly agreed to a format in which we weren't permitted to say a word.
In the end, we'd had over a dozen such meetings. The whole experience had been brutal, and, with my position of leadership, I had taken it all personally. Having had some experience on Wall Street, I knew mergers were usually hard, but I had thought we could do what needed to be done to make this one work.
The problem was that I had assumed far too much. Mistakenly, I had failed to focus on establishing trust with the newly merged company, believing that my reputation and credibility would already be known. But they weren't, and, as a result, half the people trusted me and the other half didn't. And it was pretty much divided right down Covey or Franklin "party" lines. Those from the Covey side who knew me and had worked with me basically saw my decisions as a sincere effort to use objective, external criteria in every decision and to do what was best for the business -- not to try to push a "Covey" agenda . . . in fact, sometimes even bending over backward to avoid it. Those who didn't know me, hadn't worked with me, and didn't trust me interpreted every decision in the exact opposite manner.
In one case, for example, a question had come up concerning the use of the Sundance Resort for one of our leadership development programs. Sundance had been somewhat hard to work with, and some felt we should move the program to another venue. The program director strongly wanted to keep it at Sundance because clients loved the location, and the financial data showed that we were averaging nearly 40 percent more revenue per program held there compared to other venues. I said, "Because the economics are better and the program director strongly recommends that we keep it there, we'll find better ways to work with Sundance." That was an example of a solid business decision I assumed people would understand.
But those who didn't trust me didn't understand. They thought I was trying to push a "Covey" approach. Some even wondered if I was getting some kind of kickback because, as a community leader, I had been asked to serve in an unpaid role on the advisory board for the Sundance Children's Theater. Many suspected my motive. Because there was such low trust, the feeling was, "There's got to be some kind of hidden agenda going on here."... |
|
| View all 8 comments |
Kevin Rollins, President and CEO, Dell Inc., USA
<2008-03-30 00:00>
Covey convincingly validates our experience at Dell - that trust has a bottom-line impact on results and that when trust goes up, speed goes up while costs come down. This principle applies not only in our professional relationships with customers, business partners, and team members but also in our personal relationships, which makes this insightful book all the more valuable.
|
Larry King, USA
<2008-03-30 00:00>
This book can change lives. Covey helps us understand how to nurture and inspire immediate trust in every encounter, which is the foundation for true and lasting success in life. A very interesting and enlightening read.
|
Steve Forbes, President and CEO, Forbes, USA
<2008-03-30 00:00>
Covey brilliantly focuses on that overlooked bedrock of democratic capitalism - trust. Like the air we breathe, we too often take this critical intangible for granted. As Covey makes clear, we do so at our ultimate competitive peril.
|
Dr. Laura Schlessinger, internationally syndicated radio host and author of The Proper Care, USA
<2008-03-30 00:00>
Want to be an irresistible positive force? Combine personal responsibility with compassion and respect for others. Want to know how to do this perfectly? Read The Speed of Trust.
|
View all 8 comments |
|
|
|
|
