A Quote by Stephen Covey
Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.
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Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
A bad strategy will fail no matter how good your information is. And lame execution will stymie a good strategy. If you do enough things poorly, you'll go out of business.
Strategy is important, but trust is the hidden variable. On paper you can have clarity around your objectives, but in a low-trust environment, your strategy won't be executed.
When trust is high, the dividend you receive is like a performance multiplier, elevating and improving every dimension of your organization and your life.... In a company, high trust materially improves communication, collaboration, execution, innovation, strategy, engagement, partnering, and relationships with all stakeholders.
Trust strikes at the heart of our success at JetBlue. Trust is key to the speed of our growth. The Speed of Trust articulates better than any book that trust is the one thing that changes everything-in business and in life. With high trust, success comes faster, better, and at lower cost.
With respect to trust, people tell me that it is essential for organizational functioning. Maybe, but most surveys of trust find that trust in leaders is low and nonetheless, organizations role along quite nicely.
Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each others’ gifts, talents, energy, creativity, and love. The development of trust then becomes a significant leadership strategy. Trust creates the load limits on the relationship bridges among team members
I still believe that for good business analysts a concentrated portfolio is a good strategy combined with a long term horizon. Once again, the secret to success in following the formula strategy is patience, a quality in short supply for both professionals and individual investors alike. I think investors should have a large portion of their assets in equities over time.
What we're trying to do in conversational intelligence is not only define that trust continuum for people, not only helping them notice, which is so important, what's happening in them and others when distrust lives, but also how to bring people in trust. When they do, what happens, this part of our brain, the prefrontal cortex is loaded with wisdom, integrity, strategy, insights, empathy, foresight. It's beautiful. It's so designed for that, and often it's turned off because people don't have trust with each other.
We need to ask ourselves a question: Do we trust God? Is he not the same yesterday, today, and forever? And if he is, then how is compromise a strategy? It's not a strategy, it's wholesale surrender.
A good strategy is not always successful, but even an "inappropriate" strategy may be an actual strategy. A "bad strategy" is one that doesn't even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions.
You can't have success without trust. The word trust embodies almost everything you can strive for that will help you to succeed. You tell me any human relationship that works without trust, whether it is a marriage or a friendship or a social interaction; in the long run, the same thing is true about business, especially businesses that deal with people.
Designing a winning strategy is the art of asking questions, experimenting and then constantly renewing the thinking process by questioning the answers. No matter how good today's strategy is, you must always keep reinventing it.
Trust is the one thing that affects everything else you're doing. It's a performance multiplier which takes your trajectory upwards, for every activity you engage in, from strategy to execution.
There's ways you can trust an enemy you can't always trust a friend. An enemy's never going to betray your trust.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
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