A Quote by Stephen Covey
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.
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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.
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.
A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.
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.
Do not lose hope — what you seek will be found. Trust ghosts. Trust those that you have helped to help you in their turn. Trust dreams. Trust your heart, and trust your story. (from 'Instructions')
You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.
You've got to have confidence and trust in your cast. You have to have confidence and trust in your director, in your editor. It's such a team effort; I really think you have to pull yourself out of it and just trust. I think the number one thing you can do is just trust everyone around you.
If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan. 'But,' people may say, 'I've got a complex strategy. It can't be reduced to a page.' That's nonsense. That's not a complex strategy. It's a complex thought about the strategy.
Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.
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.
The Pentagon is constantly adjusting tactics because they have the flexibility from the White House to do so. The strategy is to help the Iraqi people achieve their objectives and their dreams, which is a democratic society. That's the strategy. The tactics it's important that we stay there and get it done; or we leave. We're not leaving so long as I'm the president. That would be a huge mistake.
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.
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
If you do not trust life to unfold, the mind takes over and it becomes a game of strategy, motivated by anxiety. This mistrust is unfair. Life has given us so much, and yet we do not trust 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.
The single most damaging misconception about strategy is that it is a set of financial performance goals. The so-called "strategies" created by many managements are nothing more than three-to-five year financial performance forecasts. They are then labeled "strategy" and shipped off to the board of directors which goes through the motions of discussing how big the numbers are. Strategy is not your aspirations. Strategy is concerned with how you will arrange your actions and resources to punch through the challenges you face.
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