FEATURED MARCH 2009 GUEST: Stephen M.R. Covey

Co-Founder and CEO of CoveyLink Worldwide

"Future leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would." - Dave Ulrich, Business Author and Professor

THE SPEED OF TRUST: The One Thing That Changes Everything.

Who do you trust? A friend? A work associate? Your boss? Why do you trust this person? What is it that inspires confidence in this particular relationship?

Now consider an even more provocative question:

Who trusts YOU?

With the increasing focus on ethics in our society, the character side of trust is fast becoming the price of entry in the new, global economy. However, the differentiating and often ignored side of trust-competence-is equally essential.

Once you become aware that both character and competence are vital to trust, you can see how the combination of these two dimensions is reflected in the approach of effective leaders and observers everywhere. People might use different words to express the idea, but if you reduce the words to their essence, what emerges is a balancing of character and competence.

The Five Waves of Trust

Your boss, division leader, CEO, board of directors, spouse, children, friends and associates may all have problems as far as trust (or anything else) is concerned. But all that does not mean that you are powerless! In fact, you probably have no idea how powerful you can be in changing the level of trust in any relationship if you know how to work "from the inside out."

The key is in understanding and learning how to navigate "The Five Waves of Trust." This model derives from the "ripple effect" metaphor that graphically illustrates the interdependent nature of trust and how it flows from the inside out.

It defines the five levels, or contexts, in which we establish trust. It also forms the structure for understanding and making trust actionable.

First Wave: Self Trust. The key principle underlying this wave is credibility.

Second Wave: Relationship Trust. The key principle underlying this wave is consistent behavior.

Third Wave: Organizational Trust. The key principle underlying this wave, alignment, helps leaders create structures, systems and symbols of organizational trust.

Fourth Wave: Market Trust. The underlying principle behind this wave is reputation.

Fifth Wave: Societal Trust. This principle underlying this wave is contribution.

Understanding these waves will enable you to see, speak and behave in ways that establish trust, allowing you to become a leader who gets results by inspiring trust in others.

The First Wave: Self-Trust

The good news is that we can increase our credibility, and we can increase it fast, particularly if we understand the four key elements, or four "cores" that are fundamental. Two of these cores deal with character;two with competence.

Core 1: Integrity

To use the metaphor of the tree, integrity is the root. Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability and growth of the entire tree.

We've all seen people with enormous capability, strong results, even sometimes good intent who unfortunately go about what they're doing in a dishonest or unprincipled way. IT's "the ends justify the means" mentality.

On the other hand, to have integrity only — and not the other three Cores — is to be a “nice guy,” maybe even a thoroughly honest person, who is basically useless.

To most people, integrity means honesty — telling the
truth and leaving the right impression. But there are at
least three additional qualities: congruence, humility
and courage.

So how do we go about increasing our integrity?
1. Make and keep commitments to yourself.
2. Stand for something.
3. Be open.

Core 2:Intent
In the dictionary,intent is defined as “plan” or “purpose." No discussion of intent would be complete without talking about three things: motive, agenda and behavior.

1. Motive. Motive is your reason for doing something, and it inspires the greatest trust when it shows genuine concern for people, purposes and society as a whole.

2. Agenda. Agenda grows out of motive. It’s what you intend to do or promote because of your motive. The intent that inspires the greatest trust is seeking mutual benefit, realizing that life is interdependent and seeking solutions that build trust and benefit for all.

3. Behavior. Typically, behavior is the manifestation of motive and agenda. The behavior that best creates credibility and inspires trust is acting in the best interest of others. This is where the rubber meets the road. It’s easy to say “I care,” and “I want you to win,” but it is our actual behavior that demonstrates whether or not we mean it.

In many organizations, the message communicated by behavior is not “we care;” it’s “you’re expendable.”

Consider these findings from a study:

**Only 29 percent of employees believe that management cares about them developing their skills.

**Only 42 percent believe that management cares about them at all.

It's important to keep in mind that sometimes, unfortunately, poor behavior turns out to be bad execution of good intent.

1. Examine and redefine your motives. It's human tendency to assume we have good-or at least justifiable-intent.

2.  Declare your intent. It signals your behavior and lets people know what to look for so they acknowledge it when they see it.

3.  Choose abundance. Abundance means there is enough for everybody. The opposite - scarcity - says that there is only so much to go around, and if you get it, I won't.

Role models, insightful thought leaders and practitioners serve as powerful reminders that we can do something about even the very deep, personal, character based-issues that impact our credibility, which is the prerequisite for trust.

Core 3: Capabilities

Going back to the metaphor of the tree, capabilities are the branches that produce the fruits or results. Capabilities are particularly essential in today's changing economy, where technology and globalization are outdating skill sets faster than ever before.

One way to think about the various dimensions of capabilities is to use the acronym TASKS (Talents, Attitudes, Skills, Knowledge, Style).

Talents are our natural gifts and strengths. Attitudes represent our paradigms - our way of seeing - as well as our ways of being. Skills are our proficiencies, the things we can do well. Knowledge represents our learning, insight, understanding and awareness. Style represents our unique approach and personality.

The end in mind here is to develop our TASKS and to create the best possible alignment between our natural gifts, our passion, our skills, knowledge and style and the opportunity to earn, to contribute, to make a difference.

To enhance credibility by increasing capabilities:

1.  Run with your strengths.

2.  Keep yourself relevant.

3.  Know where you're going.

Core 4: Results

Results matter! They matter to your credibility. In the words of Jack Welch, having results is like having "performance chips" on the table. They give you clout.

Returning once again to the metaphor of the tree, results are the fruits - the tangible, measurable, end purpose and product of the roots, trunk and branches.

There are three key indicators by which people evaluate results: past performance, present performance and anticipated future performance.

Given the importance of results in establishing credibility and trust both with ourselves and with others, the question is: How can we improve our results?

1.  Take responsibility for results.

2.  Expect to win.

3.  Finish strong.

The Second Wave: Relationship Trust
The Second Wave — Relationship Trust — is all about behavior ... consistent behavior. More specifically, it’s about the 13 Behaviors that are common to high- trust leaders and people throughout the world. As you work on behaving in ways that build trust, one helpful way to visualize and quantify your efforts is by thinking in terms of “Trust Accounts.”  Remember that each trust account is unique; all deposits and withdrawals are not created equal; and what constitutes a deposit to one person may not to another.

All 13 Behaviors require a combination of both character and competence. The first five flow initially from character, the second five from competence, and the last three from an almost equal mix of character and competence.

Taken to the extreme, however, these Behaviors do not build trust, and the “opposite” or “counterfeit” of each Behavior creates the biggest withdrawals.

Character-Based Behaviors
Behavior #1: Talk Straight. Communicate clearly so that you cannot be misunderstood. Preface your discussions by declaring your intent, so you leave no doubt about what you are thinking. Counterfeit behaviors
include withholding information, flattery and spin. Be honest and call things what they are. Don’t manipulate people, distort facts or leave false impressions.

Behavior #2: Demonstrate Respect. This behavior is based on the principles of respect, fairness, kindness, love and civility. The opposite is commonly experienced as showing disrespect, which is a huge issue, both at work and at home. The counterfeit is to fake respect or concern, or, most insidious of all, to show respect and concern for only those who can do something for you.

Behavior #3: Create Transparency. Be real and genuine and tell the truth in a way that people can verify. The opposite is to obscure, and the counterfeit is illusion or pretending things are different than they are. You can establish trust quickly by being open and authentic, erring on the side of disclosure and not having hidden agendas.

Behavior #4: Right Wrongs. Make restitution instead of just apologizing. The opposite is to deny or justify wrongs because of ego and pride, and the counterfeit is to cover up mistakes. Apologize quickly, take action to make restitution when possible, and demonstrate personal humility to achieve this behavior.

Behavior #5: Show Loyalty. Give credit to others and speak about people as though they are present. The opposite is to take credit or not represent people fairly. The counterfeit is to appear to share credit but then downplay others’ contribution when they are away. To exhibit a trustworthy character, give credit freely, don’t badmouth people behind their backs and don’t disclose others’ private information.

Competence-Based Behaviors
Behavior #6: Deliver Results. This is a way to convert cynics and establish trust in a new relationship. Because it is often difficult to measure results, take time to define results up front. By establishing a track record, making the right things happen, being on time and on
budget, and not making excuses for not delivering, you quickly restore lost trust on the competence side.

Behavior #7: Get Better. Continuously improve by learning, growing and renewing yourself. Others will develop confidence in your ability to succeed in a rapidly changing environment. The opposite is entropy and
deterioration, while the counterfeit is the eternal student - always learning, but never producing. Don’t be afraid to make mistakes but learn from them. Develop formal and informal feedback systems and respond to them.

Behavior #8: Confront Reality. Take the tough issues head-on. This affects speed and cost by facilitating open interaction and fast achievement, and also allowing you to engage the creativity, capability and synergy of others in solving problems. When leaders use the opposite behavior by ignoring problems, they pay a huge tax when people feel they are being dishonest. It is far better to address the real issues and lead courageously in discussions of uncomfortable topics.

Behavior #9: Clarify Expectations. Create shared vision and agreement up front. The opposite is to leave undefined expectations and the counterfeit is to be vague about specifics. Consider that most circumstances encompass three variables — quality, speed and cost —
but you can only have two. Always discuss and reveal expectations, and never assume they are clear or shared. Renegotiate if necessary, but don’t violate expectations once they have been validated.

Behavior #10: Practice Accountability. Hold yourself and others accountable. Leaders who generate trust do both. The opposite is not to take responsibility, and the counterfeit is to point fingers. Other people respond to accountability — particularly performers. They want to be held accountable. Don’t avoid or shirk responsibility, and be clear on how you’ll communicate progress.

Character & Competence Behaviors
Behavior #11: Listen First. Genuinely understand another person’s thoughts and feelings, before trying to diagnose or advise. The opposite and counterfeit are to speak first and listen last, or not at all, and to pretend to listen while waiting for your own chance to speak.

Listening teaches you which behaviors create dividends. Use your eyes and your gut to listen as well as your ears, and don’t presume you know what matters to others.

Behavior #12: Keep Commitments. It is the quickest way to build trust in any relationship. The opposite is to break commitments and the counterfeit is to make vague, unreliable commitments, or never make them in the first place. Some cultures view commitments differently, and understanding the difference is key to getting dividends and avoiding trust taxes. People tend to see family commitments as more flexible than work commitments, but they are just as important. Make keeping all commitments the symbol of your honor.

Behavior #13: Extend Trust. Shift trust from a noun to a verb. While the other Behaviors help you become a more trusted person or manager, this 13th Behavior helps you become a more trusting leader. Extending trust leverages it to create reciprocity. The opposite is withholding trust. The counterfeit is extending false trust by giving people responsibility, but no authority or resources to complete a task. There is also fake trust that seems like trust until you follow-up behind people and micro manage. Based on the situation, extend conditionally to those who are earning your trust, but extend it abundantly to those who have earned it.

*****

Courtesy of CoveyLink and Stephen M.R. Covey

No matter who you are or what you do, THE SPEED OF TRUST is a MUST read! Click on image below and learn more about this crucial topic.

About Stephen M.R. Covey

Stephen M. R. Covey is co-founder and CEO of CoveyLink Worldwide. A
sought-after and compelling keynote speaker and advisor on trust, leadership, ethics, and high performance, he speaks to audiences around the world. He is the author of The Speed of Trust, a groundbreaking and paradigm-shifting book that challenges our age-old assumption that trust is merely a soft, social virtue and instead demonstrates that trust is a hard-edged, economic driver—a learnable and measurable skill that makes organizations more profitable, people more promotable, and relationships more energizing. He advocates that nothing is as fast as the speed of trust and that the ability to establish, grow, extend, and restore trust with all stakeholders is the critical leadership competency of the new global economy. Covey passionately delivers that message and is dedicated to enabling individuals and organizations to reap the dividends of high trust. Audiences and organizations alike resonate with his informed, practical approach to real-time issues that affect their immediate and long-term performance.

He is the former CEO of Covey Leadership Center, which, under his
stewardship, became the largest leadership development company in the world. Covey personally led the strategy that propelled his father's book, Dr. Stephen R. Covey's The 7 Habits of Highly Effective People, to one of the two most influential business books of the 20th Century, according to CEO Magazine. A Harvard MBA, he joined Covey Leadership Center as a Client Developer and later became National Sales Manager and then President & CEO. Under Covey's direction, the company grew rapidly and profitably, achieving Inc. 500 status. As President & CEO, he nearly doubled revenues to over $110 million while increasing profits by 12 times. During that period, both customer and employees trust reached new highs and the company expanded throughout the world into over 40 countries. This greatly increased the value of the brand and company. The company was valued at only $2.4 million when Covey was named CEO, and, within three years, he grew shareholder value to $160 million in a merger he orchestrated with then Franklin Quest to form FranklinCovey.

Over the years, Covey has gained considerable respect and influence with executives and leaders of Fortune 500 companies as well as with mid- and small-sized private sector and public sector organizations he's consulted. Clients recognize his unique perspective on real-world organizational issues based on his practical experience as a former CEO.

Covey currently serves on the board/advisory board of several entities, including the Human Performance Institute-the leader in energy management technology-where he serves as Advisory Board Chairman.

Covey resides with his wife and children in the shadows of the Rocky Mountains.

To learn more about Stephen M.R. Covey and CoveyLink Worldwide please visit: www.coveylink.com