Summary: 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.<br> Highlights<br> 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”.<br> <br> 4:40 How he started on the business side but shifted career path to current leadership roles<br> <br> 5:20 Not one thing that lead to “trust” as his focus, but many different things that lead to that.<br> <br> * There is a high cost to low trust<br> * Trust is learnable<br> * 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.<br> * 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.<br> * It applies to everything, business, church, marriage, every level of human interaction.<br> <br> 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.<br> <br> 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.<br> <br> 14:00 Trust is built through our credibility and behavior:<br> <br> * Credibility: character trust (integrity, intent, care, more about others well-being, showing we care) and competence trust (current, learning, performance, do what we say)<br> * Behavior – how we do whatever we do, we want to model behavior that builds trust<br> * We want leaders that care, and are very competent as well. We don’t have to be perfect, we have to be willing<br> <br> 23:00 We need to look in the mirror and see how we are doing with trust.<br> <br> 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?<br> <br> * Declare intent – what you are doing and why.<br> * 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.<br> * The quickest way to make someone trustworthy, is to extend trust to them.<br> <br> 28:50 Don’t treat people according to their behavior, treat them according to their potential. They will rise to that trust.<br> <br> 29:30 Behaviors that build trust:<br> <br> * Extend Trust – make sure they know you “trust” them to fulfill their calling<br> * Clarify Expectations<br> * Practice Accountability<br> <br> 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.<br> <br> 34:45 Our positions/hierarchy type leadership need to be changed to a leadership of trust & i...
