The Speed Of Trust

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  1. Hello everyone.
  2. I would like to talk with you about this masterpiece called the speed of trust.
  3. Now what I learned from this book is that
  4. trust is not equality either have or you don't.
  5. It's a learn herbal skill teams and organizations that
  6. operate with high trust significantly outperform others who don't.
  7. And teams and organization led by high
  8. trust leaders are more energized and engaged.
  9. Now Covid makes a masterful job of dividing trust into four core components,
  10. integrity and intent and those defined character
  11. capability and result in those defined competence.
  12. This provide a map for repair. If we measured in which category distrust falls short
  13. so without integrity there is no foundation on which trust can
  14. be built in Tampa which is the plan or the purpose.
  15. Dy and the agenda and behavior used to fulfill this intent
  16. capability which is broken down into talent, attitude, knowledge and style
  17. and finally result which is the most successful test for trust.
  18. So Kobe explained 13 behavior of highly trusted leaders. Let's talk about them.
  19. The first behavior is talking straight,
  20. being honest and letting people know where they stand
  21. giving the right impression and not spinning the truth
  22. secondly is respect, genuinely caring for others,
  23. respect the dignity of every person and every role and treat everyone with respect.
  24. Thirdly,
  25. transparency being true telling the truth that people
  26. can verify without any any hidden agendas.
  27. Another thing is delivering results, do what you're hired to do,
  28. establish a track record of results and get the right things done
  29. right the wrongs, make things right, apologize for your mistakes.
  30. Practice service recovery and get rid of unnecessary pride.
  31. Another thing is showing loyalty,
  32. give credit freely acknowledge the contributions of others,
  33. Talk about others as if they are present and definitely
  34. do not bad mouth other people behind their backs.
  35. One very important thing is continuously improving and getting better,
  36. increase your capabilities and be a constant learner developed
  37. feedback systems and act on the feedback you received.
  38. Also confront reality, address the tough stuff, directly,
  39. acknowledge the unsaid and lead out courageously in conversations
  40. besides clarifying expectations, disclosing and revealing them,
  41. discussing and validating them and renegotiating them if needed and possible
  42. practicing accountability. Hold yourself and others accountable.
  43. Take responsibility for results and be clear on how you
  44. communicate what you're doing and how others are doing.
  45. Don't avoid or shrink responsibilities and definitely
  46. don't point fingers when things goes wrong.
  47. One thing I personally believe is extremely important is listening first.
  48. Listen, before you speak understand diagnosed, listen with your ears,
  49. your eyes and heart and find out the most important behaviors
  50. and find out what are these behaviors for the people
  51. working with you and don't assume you know it,
  52. keeping commitments, say what you're going to do and then do what you
  53. said, you said that you're going to do,
  54. make commitments carefully to be able to keep them and make keeping commitments.
  55. The symbol of your honor
  56. also extend trust and there is a fundamental belief that the most
  57. that most people are capable of being trusted,
  58. wanted to be trusted and will flourish when trust is extended to them.
  59. Now, after talking about the behaviors,
  60. let's talk about the lessons learned from the book.
  61. The so what of the book?
  62. So the first thing is the economies of trust.
  63. So when trucks improve performance improve and this
  64. happened by lowering costs and increasing speed.
  65. Talking about what happened after 9-11 attack
  66. When Americans used to only take 30 minutes to pass airport security.
  67. And now as a result of the attack, which lowered the trust,
  68. everything started to take longer and it's
  69. lowered the speed causing security costs to increase
  70. the second learns a lesson to learn is how to trust yourself and build credibility.
  71. And this can happen by using the four course discussed earlier.
  72. Also employees who are the core of the company.
  73. When they trust each other, they communicate better.
  74. And this increases productivity and result in faster
  75. company growth and can lead to pay raises,
  76. which is great results for business and employees.
  77. Finally leading at the speed of trust is the leverage the dramatically
  78. impact business outcomes through changing the
  79. performance of individuals and teams.
  80. This is not a separate initiative.
  81. Rather, it's about how individual and teams do their current work
  82. leaders who know how to create a high trust, highly engaged culture,
  83. create ultimate long term competitive advantage and nothing
  84. is faster than the speed of trust.
  85. Thank you so much