Published by Soundview Executive Book Summaries, P.O. Box , Concordville, PA The economics of trust and its effects on speed and cost in relation-. There are numerous self-tests and charts etc. included in the book; these Lack of trust in an organization creates low speed and high cost. FOREWORD Twenty years ago when I wrote this book, I had no idea how the world would change Seven Habits of Highly Effect.
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The Web site for this book is at terney.info I am also convinced in every situation nothing is as fast as the speed of trust. And, contrary to popular. The Speed of Trust: The One Thing that Changes Everything [Stephen M. R. Covey] on Summary: The Speed of Trust: Review and Analysis of Covey's Book. The SPEED of Trust: The One Thing that Changes Everything and millions of other books are available for instant access. view Kindle eBook | view Audible.
All you hear is the word Trust, by now you probably think that it is a magical potion for productivity and efficiency. Covey and Rebecca R. Merill intensely allude to one point- In every country, low-trust businesses tend to be more corrupt and politically orientated. If you want to be a part of a fraternal organization, you as a reader should immediately grasp that organizations with mutual trust among the associates are much more collaborative, carrying, efficient and supportive.
Eighty decades later the world, not just America experienced a great loss with the death of one of the greatest writers, philosophers, theorists, and speakers of his own time. Despite being known for numerous things, he reached the top with his PrinciplesCentered Living theories that Stephen developed and taught to others.
Roger Merrill and Stephen R. Stephen R. It also sets various guidelines that can restore and sometimes even build trust. Many anecdotes clarify its teaching. Trust is not something that you can take for granted. Many extraordinary business leaders, writers, spiritual gurus and different authorities lent their reputation for this masterpiece.
A significant portion of them agrees and endorse the theory that trust is the most crucial aspect of any business.
You should also understand that confidence and trust are two separate concepts. Confidence focuses on the intellectual and technical aspect of doing stuff, while trust reflects the personal respect that an individual receives.
Nothing is as relevant as the pervasive impact of trust. If the ruler cannot hold onto all three, he should give up weapons first and food next. You can also learn how to restore trust when it has been lost, and how to develop the propensity to trust that is absolutely vital to effective leadership and life.
What are the possible outcomes? What is the likelihood of the outcomes?
What is the importance and visibility of the outcomes? Restoring Trust When It Has Been Lost One of the greatest obstacles to building and restoring trust is the superficial, two-dimensional paradigm that the ideal life is challenge-free. Don't attempt to be "efficient" with people. Tell the truth in a way people can verify. Get real and genuine.
Be open and authentic. Err on the side of disclosure. Operate on the premise of "What you see is what you get. Don't hide information. Make things right when you're wrong. Apologize quickly.
Make restitution where possible. Practice service recoveries. Demonstrate personal humility. Don't cover things up. Don't let pride get in the way of doing the right thing.
Give credit freely. Acknowledge the contributions of others. Speak about people as if they were present. Represent others who aren't there to speak for themselves. Don't bad-mouth others behind their backs. Don't disclose others' private information. Establish a track record of results. Get the right things done. Make things happen. Accomplish what you're hired to do. Be on time and within budget. Don't overpromise and underdeliver.
Don't make excuses for not delivering. Continuously improve. Increase your Capabilities. Be a constant learner. Develop feedback systems both formal and informal. Act on the feedback you receive.
Thank people for feedback. Don't consider yourself above feedback. Don't assume today's knowledge and skills will be sufficient for tomorrow's challenges. Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Remove the "sword from their hands. Don't bury your head in the sand. Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don't violate expectations.
Don't assume that expectations are clear or shared. Hold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how you'll communicate how you're doing--and how others are doing. Don't avoid or shirk responsibility.
Don't blame others or point fingers when things go wrong. Listen before you speak. Listen with your ears--and your eyes and heart. Find out what the most important behaviors are to the people you're working with. Don't assume you know what matters most to others.
Don't presume you have all the answers--or all the questions. Say what you're going to do, then do what you say you're going to do. Make commitments carefully and keep them.
Make keeping commitments the symbol of your honor. Don't break confidences. Don't attempt to "PR" your way out of a commitment you've broken. Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend conditionally to those who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility character and competence of the people involved.
But have a propensity to trust. Don't withhold trust because there is risk involved. Many trusted managers--credible people who lave high character and technical competence--never become "leaders" because they don't know how to extend Smart Trust.
They essentially operate in Zone 4, the zone of suspicion. They may delegate, or assign tasks to others with parameters for their accomplishment. They may extend fake trust--in other words, give "lip service" to extending trust, but micromanage the activities. But they don't fully entrust. They don't give to others the stewardships responsibilities with a trust that engage genuine ownership and accountability, bring out people's greatest resourcefulness, and create the environment that generates high-trust dividends.
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