A Quote by Stephen Covey
The first job of a leader-at work or at home-is to inspire trust. It's to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust interaction inspires creativity and possibility.
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This project is so important because it's going to create an environment to inspire people. The RIBA believes that here in the UK we can design buildings and places that bring out the very best in people and motivate them. There is a real desire to see this project happen.
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.
Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.
Trust is a function of both character and competence. Of course you can't trust someone who lacks integrity, but if someone is honest but they can't perform, you're not going to trust them either. You won't trust them to get the job done.
Trust is perhaps the most critical single building block underlying effectiveness. Without trust leaders do not have followers. Without trust, leaders are impotent despite great rhetoric or splendid ideas. Trust rests on the belief among followers that the leader is transparent: What you see is what there is. Trust means followers believe there is no duplicity; no manipulation just to satisfy the leader's ego. Very simply: The effective leader is transparent; that's why that person is trusted.
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.
One of the most valuable things you can do to create higher levels of trust is to trust others more. Don't wait for them to prove themselves to you. Trust them.
A leader is someone you are not disappointed in placing trust in. When that person makes suggestions, you are inclined to trust [them]. Often it is people who have been there [in a similar situation to the people he or she is leading]. They would generally be people who are ready to take the risks themselves. Most leaders would be people who don't ever give commands and remain at home and let the foot soldiers be the ones who bear the brunt.
If we trust parents to choose child care for their children, and we trust them to help their children choose a college to attend – and both those systems have been so successful – why do we not also trust them to choose the best elementary or high school for their children?
You can't just give someone a creativity injection. You have to create an environment for curiosity and a way to encourage people and get the best out of them.
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
The first few weeks football players look at you like you are speaking a foreign language. My job is to get them to trust me, trust the system. I ask them to run in a way that makes no sense to them.
Business thrives with trust. Every single business transaction is based on trust. Trust is what you deal in. From trust emerges a safe and predictable environment.
Creativity comes from trust. Trust your instincts. And never hope more than you work.
Trust is enormously powerful in a corporation. People won't do their best unless they believe they'll be treated fairly. The only way I know how to create that kind of trust is by laying out your values and then walking the talk. You've got to do what you say you'll do, consistently, over time.
The digital asset that matters is trust. Awareness first, then interaction, and maybe a habit, but all three mean nothing if they don't lead to permission and trust. The privilege of connection. Everything else is slippery.
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