By Stephen M .R. Covey
From Stephen R. Covey's eldest son comes a innovative new direction in the direction of productiveness and pride. belief, says Stephen M.R. Covey, is the very foundation of the hot worldwide economic climate, and he indicates how trust—and the rate at which it's validated with consumers, staff and constituents—is the fundamental factor for any high–performance, winning association.
For company leaders and public figures in any enviornment, The pace of Trust bargains an remarkable and eminently useful examine precisely how belief capabilities in our each transaction and relationship—from the main own to the broadest, such a lot oblique interaction—and the right way to determine belief instantly so you and your company can forego the time–killing, bureaucratic check–and–balance techniques so usually deployed in lieu of exact belief.
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Additional resources for The SPEED of Trust: The One Thing that Changes Everything
Mistakenly, I had failed to focus on establishing trust with the newly merged company, believing that my reputation and credibility would already be known. But they weren’t, and, as a result, half the people trusted me and the other half didn’t. And it was pretty much divided right down Covey or Franklin “party” lines. Those from the Covey side who knew me and had worked with me basically saw my decisions as a sincere effort to use objective, external criteria in every decision and to do what was best for the business—not to try to push a “Covey” agenda…in fact, sometimes even bending over backward to avoid it.
The merged company had terrific strengths. We had great people, superb content, loyal clients, and productive tools. But the blending of the two cultures was proving to be enormously challenging. , to address about a third of our consultants on the topic of our division’s strategy. But a meeting that should have had me looking forward with anticipation literally had my stomach churning. Several weeks before, the company’s new CEO—frustrated (as we all were) with the enormous problems and friction that had beset what had seemed to be a promising merger—had scheduled a meeting of all the consultants in the company.
In the end, we’d had over a dozen such meetings. The whole experience had been brutal, and, with my position of leadership, I had taken it all personally. Having had some experience on Wall Street, I knew mergers were usually hard, but I had thought we could do what needed to be done to make this one work. The problem was that I had assumed far too much. Mistakenly, I had failed to focus on establishing trust with the newly merged company, believing that my reputation and credibility would already be known.