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We judge ourselves by our intentions and others by their behaviour.
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Stephen M.R. Covey |
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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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Stephen M.R. Covey |
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Trust is equal parts character and competence... You can look at any leadership failure, and it's always a failure of one or the other.
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Stephen M.R. Covey |
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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.
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Stephen M.R. Covey |
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The best time to plant a tree is twenty years ago. The second best time is today.
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Stephen M.R. Covey |
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In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they'll still misinterpret you.
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Stephen M.R. Covey |
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we judge ourselves by our intentions and others by their behavior. This is why, as we'll discuss later, one of the fastest ways to restore trust is to make and keep commitments--even very small commitments--to ourselves and to others.
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Stephen M.R. Covey |
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A person has integrity when there is no gap between intent and behavior...when he or she is whole, seamless, the same--inside and out. I call this "congruence." And it is congruence--not compliance--that will ultimately create credibility and trust."
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Stephen M.R. Covey |
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There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world--one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing..
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Stephen M.R. Covey |
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Left untended, knowledge and skill, like all assets, depreciate in value--surprisingly quickly. --DAVID MAISTER, BUSINESS AUTHOR AND CONSULTANT
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Stephen M.R. Covey |
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Whether you're on a sports team, in an office or a member of a family, if you can't trust one another there's going to be trouble.
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Stephen M.R. Covey |
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One thing to be careful of with regard to skills is what author Jim Collins calls "the curse of competence." It's the idea that sometimes we become good at doing something we're not really talented in or passionate about. As my father often says, "Your current skill-set may or may not correspond with your natural talents." We need to make certain that the skills we develop don't limit or define us. At the end of the day, talent provides a d..
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Stephen M.R. Covey |
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One thing to be careful of with regard to skills is what author Jim Collins calls "the curse of competence." It's the idea that sometimes we become good at doing something we're not really talented in or passionate about. As my father often says, "Your current skill-set may or may not correspond with your natural talents." We need to make certain that the skills we develop don't limit or define us. At the end of the day, talent provides a d..
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Stephen M.R. Covey |
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There are no moral shortcuts in the game of business--or life. There are, basically, three kinds of people: the unsuccessful, the temporarily successful, and those who become and remain successful. The difference is character.
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Stephen M.R. Covey |
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S x E)T = R ([Strategy times Execution] multiplied by Trust equals Results)
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Stephen M.R. Covey |
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Recently, as I was teaching this concept, a CFO--who deals with numbers all the time--came up to me and said, "This is fascinating! I've always seen trust as a nice thing to have, but I never, ever, thought of it in terms of its impact on economics and speed. Now that you've pointed it out, I can see it everywhere I turn. "For example, we have one supplier in whom we have complete trust. Everything happens fast with this group, and the rela..
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Stephen M.R. Covey |
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Recently, as I was teaching this concept, a CFO--who deals with numbers all the time--came up to me and said, "This is fascinating! I've always seen trust as a nice thing to have, but I never, ever, thought of it in terms of its impact on economics and speed. Now that you've pointed it out, I can see it everywhere I turn. "For example, we have one supplier in whom we have complete trust. Everything happens fast with this group, and the rela..
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Stephen M.R. Covey |
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The principle is simply this: We tend to get what we expect--both from ourselves and from others. When we expect more, we tend to get more; when we expect less, we tend to get less.
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Stephen M.R. Covey |
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Low trust causes friction, whether it is caused by unethical behavior or by ethical but incompetent behavior (because even good intentions can never take the place of bad judgment). Low trust is the greatest cost in life and in organizations, including families. Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication--all of which reduce the s..
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Stephen M.R. Covey |
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The moment there is suspicion about a person's motives, everything he does becomes tainted. --MAHATMA GANDHI
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Stephen M.R. Covey |
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we judge ourselves by our intentions and others by their behavior.
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Stephen M.R. Covey |
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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."
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Stephen M.R. Covey |
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The trust we have in people and in organizations comes, in part, from believing that they do care.
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Stephen M.R. Covey |
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When you break the big laws, you do not get liberty; you do not even get anarchy. You get the small laws.
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Stephen M.R. Covey |
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Trust, but verify. --RONALD REAGAN
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Stephen M.R. Covey |
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A leader doesn't need any credit.... He's getting more credit than he deserves anyway. --ROBERT TOWNSEND, FORMER CEO, AVIS
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Stephen M.R. Covey |
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for every thousand people hacking at the leaves of evil, there is one striking at the roots.
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Stephen M.R. Covey |
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keeping your commitment becomes hard, you have two choices: You can change your behavior to match your commitment, or you can lower your values to match your behavior. One choice will strengthen your integrity; the other will diminish it and erode your confidence in your ability to make and keep commitments in the future. In addition, that shift in direction with regard to values--even if it's slight--will create a change in trajectory that..
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Stephen M.R. Covey |
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Low trust causes friction, whether it is caused by unethical
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Stephen M.R. Covey |
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If we can't trust ourselves, we'll have a hard time trusting others.
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Stephen M.R. Covey |
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A humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending outdated position, about building the team than exalting self, about recognizing contribution than being recognized for making it.
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Stephen M.R. Covey |
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And it all boils down to two simple questions: 1) Do I trust myself? and 2) Am I someone others can trust? With regard to having trust in self, it often begins with the little things.
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Stephen M.R. Covey |
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What happens when we do this time after time? What's the net result of repeated failure to make and keep commitments to ourselves? It hacks away at our self-confidence. Not only do we lose trust in our ability to make and keep commitments, we fail to project the personal strength of character that inspires trust. We may try to borrow strength from position or association. But it's not real. It's not ours . . . and people know it. And whethe..
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Stephen M.R. Covey |
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coat!" the manager repeated. "Then you won't have to pay the tax." "But I have to sign a form," my father exclaimed. "I have to declare the things I've bought and am bringing into the country." "Don't declare it; just wear it," the manager said once again. "Don't worry about the tax." My father was silent for a moment, and then he said, "Look, frankly I'm not as worried about having to pay the tax as I am about this new salesman you're trai..
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Stephen M.R. Covey |
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FIRST WAVE: SELF TRUST The first wave, Self Trust, deals with the confidence we have in ourselves--in our ability to set and achieve goals, to keep commitments, to walk our talk--and also with our ability to inspire trust in others. The whole idea is to become, both to ourselves and to others, a person who is worthy of trust. The key principle underlying this wave is credibility, which comes from the Latin root credere, meaning "to believe...
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Stephen M.R. Covey |
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The success of big business and the well-being of the world have never been more closely linked. Global issues cannot be removed from the business world because business has only one world in which to operate. Businesses cannot succeed in societies that fail. --JORMA OLLILA, CHAIRMAN AND CEO, NOKIA
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Stephen M.R. Covey |
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It's been my experience that the people who gain trust, loyalty, excitement, and energy fast are the ones who pass on the credit to the people who have really done the work. A leader doesn't need any credit. . . . He's getting more credit than he deserves anyway. --ROBERT TOWNSEND, FORMER CEO, AVIS
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Stephen M.R. Covey |