Steven M. R. Covey is the son of Steven R. Covey of “7 Habits of Highly Effective People” and co-founder of Covey Link and the Franklin Covey Global Speed of Trust practice. He is a highly sought-after and compelling keynote speaker and advisor on trust, ethics, sales, and high performance, and speaks to audiences around the world. He is also the New York Times and #1 Wall Street Journal best-selling author of “The Speed of Trust”, which teaches 13 Behaviors of High Trust Leaders. This is a groundbreaking, paradigm-shifting book that challenges the assumption that trust is merely a soft social virtue, demonstrating that it is instead a hard-edge economic driver. Trust is a learnable skill that makes organizations more profitable, people more promotable and relationships more energizing.
3:19 What it was like growing up in the Covey home and how the principles his father was teaching in the marketplace were first taught in the home. Things like “green & clean”, “listen first”. The principles in the book were for the marketplace but were started at home with his family. They were the guinea pigs of “7 habits”.
4:40 How he started on the business side but shifted career path to current leadership roles
5:20 Not one thing that lead to “trust” as his focus, but many different things that lead to that.
- There is a high cost to low trust
- Trust is learnable
- Trust is not just a good thing, and social thing but it is a multiplier and key to leadership. All things are better with trust.
- Trust and love are critical, you can love and not trust but it is best to have both. It is better to be trusted than loved. (David O McKay) Love is critical.
- It applies to everything, business, church, marriage, every level of human interaction.
10:40 “Fish are the last ones to discover water.” How to determine amount of trust when we are called to a position. We need to be intentional, not just use position power, but rely on credibility, influence, trust. Seek best interest of others.
12:50 Positions may not come with trust. Description of low trust tax, that may confer to us from prior leaders, as well as low trust dividend.
14:00 Trust is built through our credibility and behavior:
- Credibility: character trust (integrity, intent, care, more about others well-being, showing we care) and competence trust (current, learning, performance, do what we say)
- Behavior – how we do whatever we do, we want to model behavior that builds trust
- We want leaders that care, and are very competent as well. We don’t have to be perfect, we have to be willing
23:00 We need to look in the mirror and see how we are doing with trust.
24:10 How do we help those who have a deficit of trust – first look inward. How do I focus on my credibility, my confidence?
- Declare intent – what you are doing and why.
- Extend trust to others, people will return the trust. There is a risk. We are good at understanding trustworthiness, but not always good at understanding the importance of extending trust – trust others.
- The quickest way to make someone trustworthy, is to extend trust to them.
28:50 Don’t treat people according to their behavior, treat them according to their potential. They will rise to that trust.
29:30 Behaviors that build trust:
- Extend Trust – make sure they know you “trust” them to fulfill their calling
- Clarify Expectations
- Practice Accountability
33:45 “To be trusted in the most inspiring form of human motivation”. It brings out the best in people. Less micro-management and better trust returned to you.
34:45 Our positions/hierarchy type leadership need to be changed to a leadership of trust & inspire. If we trust people, they will perform better
37:30 Two more behaviors identified:
- Council – should be collaborative — listen first, try to understand, and reflect that you are trying to understand. Not judging, not agreeing, not disagreeing, just listening.
- Demonstrate respect for what you hear. Most people listen with the intent to reply; we need to listen with the intent to understand.
- This will lead to openness, authenticity, collaboration and real communication
42:15 “Psychological air”: we fight for air when we don’t feel heard and understood. If we listen to understand, we are giving them “air”
44:15 Where do we start, as a leader, to build trust?
- Look in the mirror
- Give those you serve a leader they can trust
- Declare intent
- Lead out by extending trust to others. There is a risk to trust, but a greater risk NOT to trust.
47:25 How have these principles made you a better disciple of Jesus Christ?
Image courtesy CoveyLink, LLC.