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by Stephen R. Covey,Rebecca R. Merrill,Stephen M.R. Covey
Download The SPEED of Trust: The One Thing that Changes Everything fb2
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  • Author:
    Stephen R. Covey,Rebecca R. Merrill,Stephen M.R. Covey
  • ISBN:
    074329730X
  • ISBN13:
    978-0743297301
  • Genre:
  • Publisher:
    Free Press; 1 edition (October 17, 2006)
  • Pages:
    384 pages
  • Subcategory:
    Relationships
  • Language:
  • FB2 format
    1612 kb
  • ePUB format
    1161 kb
  • DJVU format
    1434 kb
  • Rating:
    4.1
  • Votes:
    917
  • Formats:
    azw rtf lrf lit


Stephen M. R. Covey shows how trust-and the speed at which it is established with clients, employees

Stephen M. Covey shows how trust-and the speed at which it is established with clients, employees. Covey's down-to-earth approach and disarming personal stories go a long way to establish rapport with his reader, though the book's length and occasional lack of focus sometimes obscure its good advice.

The Speed of Trust book. Trust, says Stephen . Covey, is the very basis of the new global economy, and he shows how trustand the speed at which it is established with clients, employees and constituents is the essential ingredient for any highperformance, successful organization. For. From Stephen R. Covey's eldest son comes a revolutionary new path towards productivity and satisfaction.

Stephen M. Covey shows how trust-and the speed at which it is established with clients, employees, and all . Covey shows how trust-and the speed at which it is established with clients, employees, and all stakeholders-is the single most critical component of a successful leader and organization. Stephen M. Covey, widely known as one of the world’s leading authorities on trust, asserts that it is the most overlooked, misunderstood, underutilized asset to enable performance. A sought-after and compelling keynote speaker, author, and advisor on trust, leadership, ethics, and high performance, Covey speaks to audiences around the world.

Электронная книга "The SPEED of Trust: The One Thing that Changes Everything", Stephen . Эту книгу можно прочитать в Google Play Книгах на компьютере, а также на устройствах Android и iOS. Выделяйте текст, добавляйте закладки и делайте заметки, скачав книгу "The SPEED of Trust: The One Thing that Changes Everything" для чтения в офлайн-режиме.

Thanks to Stephen M. Covey’s new book, you can be well on the way to enhancing your organization’s trust . Covey convincingly makes his case that trust is the one thing that changes everything. He shows that speed is the currency of success and trust is the source

Thanks to Stephen M. Covey’s new book, you can be well on the way to enhancing your organization’s trust assets for years to come. William G. Parrett, CEO, Deloitte Touche Tohmatsu; Senior Partner, Deloitte & Touche USA LLP. Trust strikes at the heart of our success at JetBlue. Trust is key to the speed of our growth. He shows that speed is the currency of success and trust is the source. In an era when so many of our leaders have shown themselves to be strangers to the power of trust, this book is a must-read.

Trust, says Stephen . The Speed of Trust is an amazing book, starting with its novel and powerful title - my greatest wonder was why it hadn't been written before. Covey, is the very basis of the new global economy, and he shows how trust-and the speed at which it is established with clients, employees, and constituents-is the essential ingredient for any high–performance, successful organization. Like the air we breathe, we too often take this critical intangible for granted. As Covey makes clear, we do so at our ultimate competitive peril.

The One Thing That Changes Everything. Covey with Rebecca R. Merrill. The Speed of Trust (2006) is about the importance of trust and how it can improve all aspects of our lives, from personal relationships to productivity in the office. Trust improves communication, and in doing so, speeds up efficiency and lowers cost at the same time. Throughout this book, the authors offer us tips on exactly what to do to increase trust in our lives. Anyone struggling to trust others. Leaders who need to influence their staff.

Covey developed his 2008 book The Leader in Me into several education-related projects. The Speed of Trust: The One Thing That Changes Everything (2006), Stephen M. Covey, co-authored with Rebecca Merrill; foreword by Stephen R. Covey

Covey developed his 2008 book The Leader in Me into several education-related projects. Covey. The Leader in Me: How Schools and Parents Around the World Are Inspiring Greatness, One Child At a Time (2008).

Rebecca R. Merrill, Stephen M. R Covey. This is the best book by a Covey since 7 Habits. - Richard Carlson, P. author of Don't Sweat the Small Stuff and Don't Get Scrooged, Covey convincingly validates our experience at Dell - that trust has a bottom-line impact on results and that when trust goes up, speed goes up while costs come down. From the epigraph - 'Speed happens when people truly trust each other' - to the closing bell, this is a book worth savoring - and implementing.

Stephen M. R. Covey shows how trust—and the speed at which it is established with clients, employees, and all stakeholders—is the single most critical component of a successful leader and organization.With over 2 million copies sold, this instant classic shows how establishing trust is “the one thing that changes everything” in both business and life. This 2018 Updated Edition includes an insightful Afterword by the author which explores 10 key reasons why trust is more relevant now than ever before, including how trust is the new currency of our world today. Why trust? The simple, often overlooked fact is this: work gets done with and through people. There’s nothing more impactful on people, their work, and their performance, than trust. For business and organizational leaders in any arena, The Speed of Trust offers an unprecedented and eminently practical look at exactly how trust functions in our every transaction and relationships—from the most personal to the broadest, most indirect interaction. It specifically demonstrates how to establish trust intentionally so that you and your organization can forego the time-killing, bureaucratic check-and-balance processes so often deployed in lieu of actual trust. Author Stephen M. R. Covey, widely known as one of the world’s leading authorities on trust, asserts, “Trust is the most overlooked, misunderstood, underutilized asset to enable performance. Its impact, for good or bad, is dramatic and pervasive. It’s something you can’t escape.”

Acrobat
About a year ago I began realizing how important trust is in almost every aspect of life and desired to better understand how I could demonstrate trustworthiness. This book confirmed my realization of the importance of trust as Covey repeatedly underlines the necessity of trust in the “new economy.”

This book was incredibly insightful and full of great content. I read it in about 2 weeks which is what I would recommend since the material is so reliant on the framework Covey creates of 4 Cores, 13 Behaviors Trust Waves, etc. You would always want to have that framework fresh in your mind. There are good visuals (such as a tree and waves) provided that help you remember the structure, but the author continually comes back to these to make all his applications.

Covey stresses how building trust requires both character and competence. He also does a great job taking the major teachings of the book and mixing up the applications between personal and professional scenarios. Anyone who wants to have the trust of others wants that to be true in every aspect (and relationship) of their life, so I’m glad this book does not just focus on the business scene.

Beyond the visuals, the book occasionally provides self-assessments where the reader can judge their own grasp of what is being taught. The book very much calls the reader to take action, conveying that information alone does not make someone more trustworthy.

The content of this book was solid and was written with great mastery. I would say the book is heavy on content and theory and leaves the reader to determine a game plan on their own. Along with that, the content also only focuses on building trust based on who you are and what you do. Have you ever met someone who based on simply the way they look or carry themselves you unexplainably think of them as untrustworthy? If so, there’s nothing in this book to help you. Again, the content is great, but applying it requires others watch you and your work for an extended period of time. There wasn’t really much for someone looking to build a first impression of trust.

I recommend the book. I recommend you read it, highlight and underline, and then keep it somewhere to be referred to later. There is simply too much good content to read over once and never come back to.
lucky kitten
Trust is not something you can teach like an academic subject, it has to be illustrated by great stories. That Covey did an excellent job. He also gave a couple of specific tangible and pictorial models to frame the thoughts into our heads to take shape, and for that I give a full thumb up.

But, from page of 125 onwards at the Second Wave, I skipped pages very quickly because it was written way too long with way too much quotes and illustrations. Covey kept repeating and kept reminding either with the same or more illustrations. While I agree that the 13 behaviours are all great stuff, I would prefer to do more with less. Maybe 3 to 5 would do the kill. The remaining 200 pages simply did not deliver the punch that the first 100 did.
Jieylau
Below are key excerpts from the book that I found particularly insightful:

1- "In fact, both my personal life and my work as a business practitioner over the past 20 years have convinced me that there is a lot we can do about it. We can increase trust--much faster than we might think--and doing so will have a huge impact, both in the quality of our lives and in the results we're able to achieve."

2- "Simply put, trust means confidence. The opposite of trust--distrust-- is suspicion. When you trust people, you have confidence in them. When you distrust people, you are suspicious of them--of their integrity, their agenda, their capabilities, or their track record. It We have all had experiences that validate the difference between relationships that are built on trust and those that are not. These experiences clearly tell us the difference is not small; it is dramatic."

3- "Here's a simple formula that will enable you to take trust from an intangible and unquantifiable variable to an indispensable factor that is both tangible and quantifiable. The formula is based on this critical insight: Trust always affects two outcomes--speed and cost. When trust goes down, speed will also go down and costs will go up. When trust goes up, speed will also go up and costs will go down."

4- "Whether it's high or low, trust is the "hidden variable" in the formula for organizational success. The traditional business formula says that strategy times execution equals results: But there is a hidden variable to this formula. Trust--either the low trust tax, which discounts the output, or the high-trust dividend which multiplies it."

5- "THE 5 WAVES OF 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 second wave, Relationship Trust, is about how to establish and increase the "trust accounts" we have with others. The key principle underlying this wave is consistent behavior...The third wave, Organizational Trust, deals with how leaders can generate trust in all kinds of organizations, including businesses, not-for-profit organizations, government entities, educational institutions, and families, as well as in teams and other microunits within organizations...The fourth wave. Market Trust, is the level at which almost everyone clearly understands the impact of trust. The underlying principle behind this wave is reputation...The fifth wave. Societal Trust, is about creating value for others and for society at large. The principle underlying this wave is contribution."

6- "The purpose of this book is to enable you to see, speak, and behave in ways that establish trust, and all three dimensions are vital...Clearly, these three dimensions are interdependent, and whenever you effect a change in one dimension, you effect a change in all three."

7- "As my lawyer friends affirm, it basically boils down to these four issues; your integrity, your intent, your capabilities, and your results. You credibility--as an expert witness, as a person, as a leader, as a family, as an organization--depends on these four factors."

8- "For most people, integrity means honesty. Though some don't consciously realize it, honesty includes not only telling the truth, but also leaving the right impression. It's possible to tell the truth, but leave the wrong impression, and that's not being honest."

9- "HOW TO INCREASE YOUR INTEGRITY...1. Make and Keep Commitments to Yourself...2. Stand for Something...3. Be Open"

10- "WHAT IS "INTENT"? In the dictionary, intent is defined as "plan" or "purpose." I am convinced that no discussion of intent would be complete without talking about three things: motive, agenda, and behavior."

11- "HOW TO IMPROVE INTENT...1. Examine and Refine Your Motives...2. Declare Your Intent...3. Choose Abundance."

12- "One way to think about the various dimensions of capabilities is to use the acronym "TASKS." Talents Attitudes Skills Knowledge Style."

13- "HOW TO INCREASE YOUR CAPABILITIES...1. Run with Your Strengths (and with Your Purpose)...2. Keep Yourself Relevant...3. Know Where You're Going."

14- "HOW TO IMPROVE YOUR RESULTS...1. Take Responsibility for Results...2. Expect to Win...3. Finish Strong."

15- "BEHAVIOR #1--TALK STRAIGHT: Be honest. Tell the truth. Let people know where you stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people or distort facts. Don't spin the truth. Don't leave false impressions."

16- "BEHAVIOR #2-- DEMONSTRATE RESPECT: Genuinely care for others. Show you care. Respect the dignity of every person and every role. Treat everyone with respect, especially those who can't do anything for you. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people."

17- "BEHAVIOR #3-- CREATE TRANSPARENCY: Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure. Operate on the premise of "What you see is what you get." Don't have hidden agendas. Don't hide information."

18- "BEHAVIOR #4--RIGHT WRONGS: Make things right when you're wrong. Apologize quickly. Make restitution where possible. Practice service recoveries. Demonstrate personal humility. Don't cover things up. Don't let pride get in the way of doing the right thing."

19- "BEHAVIOR #5--SHOW LOYALTY: Give credit freely. Acknowledge the contributions of others. Speak about people as if they were present. Represent others who aren't there to speak for themselves. Don't bad-mouth others behind their backs. Don't disclose others' private information."

20- "BEHAVIOR #6-- DELIVER RESULTS: Establish a track record of results. Get the right things done. Make things happen. Accomplish what you're hired to do. Be on time and within budget. Don't overpromise and underdeliver. Don't make excuses for not delivering."

21- "BEHAVIOR #7--GET BETTER: Continuously improve. Increase your Capabilities. Be a constant learner. Develop feedback systems both formal and informal. Act on the feedback you receive. Thank people for feedback. Don't consider yourself above feedback. Don't assume today's knowledge and skills will be sufficient for tomorrow's challenges."

22- "BEHAVIOR #8-- CONFRONT REALITY: Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Remove the "sword from their hands." Don't skirt the real issues. Don't bury your head in the sand."

23- "BEHAVIOR #9-- CLARIFY EXPECTATIONS: Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don't violate expectations. Don't assume that expectations are clear or shared."

24- "BEHAVIOR #10-- PRACTICE ACCOUNTABILITY: Hold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how you'll communicate how you're doing--and how others are doing. Don't avoid or shirk responsibility. Don't blame others or point fingers when things go wrong."

25- "BEHAVIOR #11--LISTEN FIRST: Listen before you speak. Understand. Diagnose. Listen with your ears--and your eyes and heart. Find out what the most important behaviors are to the people you're working with. Don't assume you know what matters most to others. Don't presume you have all the answers--or all the questions."

26- "BEHAVIOR #12-- KEEP COMMITMENTS: Say what you're going to do, then do what you say you're going to do. Make commitments carefully and keep them. Make keeping commitments the symbol of your honor. Don't break confidences. Don't attempt to "PR" your way out of a commitment you've broken."

27- "BEHAVIOR #13--EXTEND TRUST: Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend conditionally to those who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility (character and competence) of the people involved. But have a propensity to trust. Don't withhold trust because there is risk involved."

28- "Throughout this book, I have said that "leadership" is getting results in a way that inspires trust. Many trusted managers--credible people who lave high character and technical competence--never become "leaders" because they don't know how to extend Smart Trust. They essentially operate in Zone 4, the zone of suspicion. They may delegate, or assign tasks to others with parameters for their accomplishment. They may extend fake trust--in other words, give "lip service" to extending trust, but micromanage the activities. But they don't fully entrust. They don't give to others the stewardships (responsibilities with a trust) that engage genuine ownership and accountability, bring out people's greatest resourcefulness, and create the environment that generates high-trust dividends."