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爻乇毓丞 丕賱孬賯丞: 丕賱卮賷亍 丕賱賵丨賷丿 丕賱匕賷 賷睾賷乇 賰賱 卮賷亍
賴賳丕賰 卮賷亍 賵丕丨丿 賲毓乇賵賮 賱丿賶 賰賱 賮乇丿貙 賵賰賱 毓賱丕賯丞貙 賵賰賱 賮乇賷賯貙 賵賰賱 毓丕卅賱丞貙 賵賰賱 賲丐爻爻丞貙 賵賰賱 丿賵賱丞貙 賵賰賱 丕賯鬲氐丕丿貙 賵賰賱 丨囟丕乇丞 毓亘乇 丕賱毓丕賱賲 - 卮賷亍 賵丕丨丿貙 廿賳 鬲賱丕卮賶貙 賮廿賳賴 賷丿賲乇 兀賯賵賶 丕賱丨賰賵賲丕鬲貙 賵兀賳噩丨 丕賱兀毓賲丕賱貙 賵兀賰孬乇 丕賱丕賯鬲氐丕丿賷丕鬲 丕賳鬲毓丕卮賸丕貙 賵兀賰孬乇 丕賱賯賷丕丿丕鬲 鬲兀孬賷乇賸丕貙 賵兀毓馗賲 丕賱氐丿丕賯丕鬲貙 賵兀賯賵賶 丕賱卮禺氐賷丕鬲貙 賵兀毓賲賯 兀卮賰丕賱 丕賱丨亘. 賵毓賱賶 丕賱噩丕賳亘 丕賱丌禺乇貙 廿賳 鬲賲鬲 鬲賳賲賷鬲賴 賵鬲胤賵賷乇賴貙 賮廿賳 賴匕丕 丕賱卮賷亍 鬲賰賵賳 賱賴 丕賱賯丿乇丞 毓賱賶 禺賱賯 賳噩丕丨 賵乇睾丿 賱丕 賷賯丕乇賳 毓賱賶 噩賲賷毓 兀氐毓丿丞 丕賱丨賷丕丞貙 廿賱丕 兀賳賴 賱丕 賷賱賯賶 丕賱丨丿 丕賱兀丿賳賶 賲賳 丕賱賮賴賲 賵丕賱丕賴鬲賲丕賲貙 賵賷賱賯賶 丕賱丨丿 丕賱兀賯氐賶 賲賳 丕賱廿賴賲丕賱 賵鬲賯賱賷賱 丕賱賯賷賲丞. 廿賳 賴匕丕 丕賱卮賷亍 賴賵 丕賱孬賯丞. 廿賳 丕賱孬賯丞 鬲丐孬乇 賮賷賳丕 毓賱賶 賲丿丕乇 丕賱賷賵賲 賵丕賱爻丕毓丞. 廿賳賴丕 鬲丿毓賲 賵鬲丐孬乇 毓賱賶 噩賵丿丞 賰賱 毓賱丕賯丞貙 賵賰賱 鬲賵丕氐賱貙 賵賰賱 賲卮乇賵毓 毓賲賱貙 賵賰賱 賲睾丕賲乇丞 兀毓賲丕賱貙 賵賰賱 噩賴丿 賳賳禺乇胤 賮賷賴.
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About the author
Stephen M.R. Covey
38听books243听followersStephen 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鈥攁 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鈥檚 book, Dr. Stephen R. Covey鈥檚 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鈥檚 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 employee 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鈥檚 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鈥攖he leader in energy management technology鈥攚here he serves as Advisory Board Chairman.
Covey resides with his wife and children in the shadows of the Rocky Mountains.
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鈥檚 book, Dr. Stephen R. Covey鈥檚 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鈥檚 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 employee 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鈥檚 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鈥攖he leader in energy management technology鈥攚here he serves as Advisory Board Chairman.
Covey resides with his wife and children in the shadows of the Rocky Mountains.
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Displaying 1 - 30 of 985 reviews
March 20, 2008
Stephen M.R. Covey, the son, was head of training for his father's company.
The book is needlessly long and I didn't need to be sold on the value of trust (which is why the book is so long), hence, why the 3 star rating. Long sections of the book are very general and boring and I kept thinking how the book could have been netted down. I recommend the book, recommend skimming the boring examples and felt that along with the Economics of Trust, all that a reader needs on the important subject of trust.
The practical advice Trust includes five waves of trust (self trust based on the principle of credibility, relationship trust based on the principle of proper behavior, organizational trust based on the principle of alignment, market trust based on the principle of reputation, and societal trust based on the principle of contribution). Most of the book is taken up with examining those five waves and their underlying principles.
He makes the point that trust is comprised of two basic elements: essentially character and competency.
The core of the book is in the 13 behaviors that have been shown research wise to establish trust (talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, and extend trust). He applies the concept of emotional bank accounts from his father's book to explain that a deposit for one person may be a withdrawal for another.
Each section of the book comes with ways to check on your performance and to create plans for improvement.
The book is needlessly long and I didn't need to be sold on the value of trust (which is why the book is so long), hence, why the 3 star rating. Long sections of the book are very general and boring and I kept thinking how the book could have been netted down. I recommend the book, recommend skimming the boring examples and felt that along with the Economics of Trust, all that a reader needs on the important subject of trust.
The practical advice Trust includes five waves of trust (self trust based on the principle of credibility, relationship trust based on the principle of proper behavior, organizational trust based on the principle of alignment, market trust based on the principle of reputation, and societal trust based on the principle of contribution). Most of the book is taken up with examining those five waves and their underlying principles.
He makes the point that trust is comprised of two basic elements: essentially character and competency.
The core of the book is in the 13 behaviors that have been shown research wise to establish trust (talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, and extend trust). He applies the concept of emotional bank accounts from his father's book to explain that a deposit for one person may be a withdrawal for another.
Each section of the book comes with ways to check on your performance and to create plans for improvement.
September 8, 2009
The bulk of this short book might be characterized as "moral philosophy 101." It will be informative for moral imbeciles and those (many, by the measure of apparent business ethics) who don't believe that personal and business ethics have any connection. It's a basic outline of how to extend and create trust, and how to reciprocate when you receive it. Formulaic pop psychology.
The value of the book for me was in the first chapter. It makes the case for trust as a business value, that high trust increases speed and decreases cost. Covey gives the example of the acquisition of a $20 billion dollar business from Walmart by Warren Buffett, done in a two hour meeting, and with complete legal approval in less than a month, as a demonstration of just what a difference trust can make. On the reverse side, he points out the increased cost and inconvenience of air travel since 9/11 as an object lesson in the costs and penalties of reduced trust.
I remember when we started O'Reilly's publishing business. We would take orders on the phone, tell people to send us a check, and send out the books immediately, without waiting to receive payment. We did get stiffed a few times, but overall, it was a good plan.
Today, we offer our ebooks without DRM for the same reason: we trust our users not to screw us. It's good business.
Interestingly, I first heard about this book from Dave Wennergren, the CIO of the Department of Defense. It's an idea that really resonates here for government, and it's one that I've been passing on in my talks about gov 2.0.
In that regard, there's a great quote about Craigslist in the latest issue of Wired:
鈥淚f most people are good and their needs are simple, all you have to do to serve them well is build a minimal infrastructure allowing them to get together and work things out for themselves. Any additional features are almost certainly superfluous and could even be damaging.鈥�
--Gary Wolf, Wired Magazine, Sept 2009
Even though I gave this book only three stars, it's worth reading for the first chapter.
The value of the book for me was in the first chapter. It makes the case for trust as a business value, that high trust increases speed and decreases cost. Covey gives the example of the acquisition of a $20 billion dollar business from Walmart by Warren Buffett, done in a two hour meeting, and with complete legal approval in less than a month, as a demonstration of just what a difference trust can make. On the reverse side, he points out the increased cost and inconvenience of air travel since 9/11 as an object lesson in the costs and penalties of reduced trust.
I remember when we started O'Reilly's publishing business. We would take orders on the phone, tell people to send us a check, and send out the books immediately, without waiting to receive payment. We did get stiffed a few times, but overall, it was a good plan.
Today, we offer our ebooks without DRM for the same reason: we trust our users not to screw us. It's good business.
Interestingly, I first heard about this book from Dave Wennergren, the CIO of the Department of Defense. It's an idea that really resonates here for government, and it's one that I've been passing on in my talks about gov 2.0.
In that regard, there's a great quote about Craigslist in the latest issue of Wired:
鈥淚f most people are good and their needs are simple, all you have to do to serve them well is build a minimal infrastructure allowing them to get together and work things out for themselves. Any additional features are almost certainly superfluous and could even be damaging.鈥�
--Gary Wolf, Wired Magazine, Sept 2009
Even though I gave this book only three stars, it's worth reading for the first chapter.
July 22, 2008
This phenomenal book has been out less than a year but I thought it just as good if not a better read than 7 Habits written by his father. This book so perfectly describes trust, breaks it down and shows how relevant it is in business, home, and all other arenas of life.
February 17, 2016
There's a certain formula to these business-guru books: checklist of improved ways of working ("4 cores" and "13 behaviours", check), strained acronyms ("TASKS", check), a pseudo-scientific formula leading to a spuriously calculated buzzphrase ("trust tax", check), an overarching theme ("5 waves of trust", check) and usually a magic-quadrant style diagram of some sort ("Smart Trust", check), many supportive personal examples from career and family (definitely check!)
As will be apparent from that list, this book ticks all of those, and as a result seems a little over-familiar. Having said that, there's nothing actually wrong with the central concepts - they're all laudable and sensible ideas, though presented rather repetitively (once you get to the third 'wave' you can pretty confidently predict everything you're going to read next). At the same time, the ideas aren't exactly rocket-science either - most of the behaviours and attitudes promoted here should be the normal way of thinking and working for any decent, honest person.
So - there's not much that's revelatory here, but the content is still worthwhile - probably mostly of benefit for any business leader who is struggling with engagement with his/her staff or peers and can't understand why. However, I can't help but think that this 320+ page book would make a decent 10-slide presentation; it's certainly not as vacuous and patronising as something like "Who moved my cheese?", but there is an awful lot of padding.
Overall - I'd look for a summary, or look at the author's website and skip the book.
As will be apparent from that list, this book ticks all of those, and as a result seems a little over-familiar. Having said that, there's nothing actually wrong with the central concepts - they're all laudable and sensible ideas, though presented rather repetitively (once you get to the third 'wave' you can pretty confidently predict everything you're going to read next). At the same time, the ideas aren't exactly rocket-science either - most of the behaviours and attitudes promoted here should be the normal way of thinking and working for any decent, honest person.
So - there's not much that's revelatory here, but the content is still worthwhile - probably mostly of benefit for any business leader who is struggling with engagement with his/her staff or peers and can't understand why. However, I can't help but think that this 320+ page book would make a decent 10-slide presentation; it's certainly not as vacuous and patronising as something like "Who moved my cheese?", but there is an awful lot of padding.
Overall - I'd look for a summary, or look at the author's website and skip the book.
August 6, 2012
According to Stephen M.R. Covey, the new economy is looking for businesses and individuals who can practice the virtue of trust. The Speed of Trust shows the importance of trust and how the rate at which it is built can help businesses win over clients and employees too. The book proposes that establishing trust is essential to creating high performing companies.
Gone are the days when companies would be secretive, make bad decisions and get away with it. Today's economy is increasingly becoming open and information spreads fast. How do you show your employees and customers that you value them and that you are on the same team? By working to build a transparent business culture, in which information is readily available, bureaucracy is eliminated and innovation is allowed to thrive.
The ideas in the book resonate with me, not because they are moralistic but it is the way the economy is working today. A bad reputation will spread fast and will hurt your company and a good reputation will spread fast too and boost the company. I wish Covey showed how businesses could build back any lost trust. Nevertheless, this is recommended reading for all business professionals.
Gone are the days when companies would be secretive, make bad decisions and get away with it. Today's economy is increasingly becoming open and information spreads fast. How do you show your employees and customers that you value them and that you are on the same team? By working to build a transparent business culture, in which information is readily available, bureaucracy is eliminated and innovation is allowed to thrive.
The ideas in the book resonate with me, not because they are moralistic but it is the way the economy is working today. A bad reputation will spread fast and will hurt your company and a good reputation will spread fast too and boost the company. I wish Covey showed how businesses could build back any lost trust. Nevertheless, this is recommended reading for all business professionals.
June 20, 2012
This has to be one of the lamest books I've ever read mostly because I can see corporations across America eating it up. I'm reading it for a Leadership Training class at present. The "CORE" argument of of the book is that one must increase trust with others in order to make relationships and work efficient and cost effective. I bet this book is handed out for free to employees businesses like it so much.
Ultimately, the book reads like a tea party opus. The book has some silly statements that really irk me. 1. Unions show the lack of trust between corporations and employees. No, unions reveal that employees have been underpaid and underappreciated for their work for over 100 years. Unions work to solve trust issues by making sure people come to the bargaining table with equity. 2. Sarbanes Oxley wastes time of Corporations because if we trusted them we would not have to take all the time needed to fill requirements. No, corporations flagrantly disobey laws and imbuing public "trust" in them will not forestall corporations like Enron from taking money and not reporting correctly. Our recent financial meltdown is proof enough. Covey would say that if these corporations acted ethically none of that would have happened. I agree. But, they did not act with integrity, instead they craved "results", even bogus ones. Corporations need checks on their integrity.
Covey seems to live in some magical world where unfairness - at the structural level - does not exist. Where if you work hard, you will accrue benefits. Trust does not get at the very real biases in our workforce and society that undermine the work some people do.
Nevertheless, the book is well written. And it's so mind-numbing I actually enjoy flipping through its pages. Often, it makes me laugh, even though its not supposed to.
Ultimately, the book reads like a tea party opus. The book has some silly statements that really irk me. 1. Unions show the lack of trust between corporations and employees. No, unions reveal that employees have been underpaid and underappreciated for their work for over 100 years. Unions work to solve trust issues by making sure people come to the bargaining table with equity. 2. Sarbanes Oxley wastes time of Corporations because if we trusted them we would not have to take all the time needed to fill requirements. No, corporations flagrantly disobey laws and imbuing public "trust" in them will not forestall corporations like Enron from taking money and not reporting correctly. Our recent financial meltdown is proof enough. Covey would say that if these corporations acted ethically none of that would have happened. I agree. But, they did not act with integrity, instead they craved "results", even bogus ones. Corporations need checks on their integrity.
Covey seems to live in some magical world where unfairness - at the structural level - does not exist. Where if you work hard, you will accrue benefits. Trust does not get at the very real biases in our workforce and society that undermine the work some people do.
Nevertheless, the book is well written. And it's so mind-numbing I actually enjoy flipping through its pages. Often, it makes me laugh, even though its not supposed to.
May 4, 2009
This book makes a lot of common sense. Productivity in the workplace is indeed based on trust. If you are not trusted by your boss, he will check or will let your colleague check your work. However, the book did not talk much about how to re-gain trust which can easily be lost in the day-to-day office environment. Everyone starts with a clean slate with favorable (that鈥檚 why we are hired in the first place) trust index. However, even if we always work diligently, there will always come a time when we commit mistakes. So, I guess that the book could have been more effective if there is a portion on how to deal with boss who nitpick errors and how to re-gain lost trust.
July 23, 2024
this book references the 7 habits of highly effective people a bunch - i wish i had read that before this book
October 6, 2011
In The Speed of Trust, Stephen M. R. Covey (son of renowned author Stephen R. Covey (The Seven Habits Of Highly Effective People)), delves into the mechanics of trust, an element, which in spite the attention we think ourselves giving it, remains to a great extend underestimated. According to Covey, trust is the keystone for every relationship in our lives, including our relationship with ourselves.
The author does a great job in showing that trust is something we can recover. I believe this to be one of the most powerful ideas in the book. As individuals, we tend to think that trust is something unfixable and can鈥檛 be retrieved once lost. But the book shows different ways to help people recover their trust to themselves or to the people around them.
On the other hand, how can we determine who to trust? How can we know that we are trustable by other people? Here comes Covey and explains the key elements of trust which he calls the four cores: integrity, intent, capabilities, and results. Questioning these cores in others as well as ourselves can guide us in building trustful relationships in our lives, getting rid of the useless relationships with distrustful people, and enhancing our self-confidence and identity.
Covey also explores the different "types" of trust, which are highly correlated with one another: self trust, relationship trust, organizational trust, market trust, and societal trust. These five waves of trust, as the author calls them, are essential for the success and well being of not just ourselves, but our families, organizations, and societies as well. Throughout the book, the author emphasizes that the trust we build in our organizations and markets, is an echo of the trust we have in ourselves. I particularly liked when he talks about how trust can affect both speed and cost. The examples used to demonstrate this idea were very helpful and tangible, as the Warren Buffett鈥檚 acquisition of McLane Distribution from Wallmart. He shows how this 20$ billion acquisition took only two hours and a handshake due to the high trust both parties had in each other, and the whole merging process took less than a month instead of several months spent on formalities and millions paid to consultants and attorneys.
Covey also shows that it鈥檚 not only important to be trustable or to trust other people, but also to inspire them to trust themselves and one another and I think this is the essence of effective leadership in today's world.
Finally, the subject matter of this book may seem superficial for some (well, after all we all know that trust is important), but caught in our everyday lives, I can't help but realize that people underestimate trust or don't pay regard it as an asset. This book can be helpful in showing how trust can affect everything and how we can make our lives and surroundings better by utilizing it more effectively.
The author does a great job in showing that trust is something we can recover. I believe this to be one of the most powerful ideas in the book. As individuals, we tend to think that trust is something unfixable and can鈥檛 be retrieved once lost. But the book shows different ways to help people recover their trust to themselves or to the people around them.
On the other hand, how can we determine who to trust? How can we know that we are trustable by other people? Here comes Covey and explains the key elements of trust which he calls the four cores: integrity, intent, capabilities, and results. Questioning these cores in others as well as ourselves can guide us in building trustful relationships in our lives, getting rid of the useless relationships with distrustful people, and enhancing our self-confidence and identity.
Covey also explores the different "types" of trust, which are highly correlated with one another: self trust, relationship trust, organizational trust, market trust, and societal trust. These five waves of trust, as the author calls them, are essential for the success and well being of not just ourselves, but our families, organizations, and societies as well. Throughout the book, the author emphasizes that the trust we build in our organizations and markets, is an echo of the trust we have in ourselves. I particularly liked when he talks about how trust can affect both speed and cost. The examples used to demonstrate this idea were very helpful and tangible, as the Warren Buffett鈥檚 acquisition of McLane Distribution from Wallmart. He shows how this 20$ billion acquisition took only two hours and a handshake due to the high trust both parties had in each other, and the whole merging process took less than a month instead of several months spent on formalities and millions paid to consultants and attorneys.
Covey also shows that it鈥檚 not only important to be trustable or to trust other people, but also to inspire them to trust themselves and one another and I think this is the essence of effective leadership in today's world.
Finally, the subject matter of this book may seem superficial for some (well, after all we all know that trust is important), but caught in our everyday lives, I can't help but realize that people underestimate trust or don't pay regard it as an asset. This book can be helpful in showing how trust can affect everything and how we can make our lives and surroundings better by utilizing it more effectively.
October 9, 2016
賲賳 賳賵丕丿乇 丕賱賰鬲亘 貙 丕賱鬲賷 兀氐賳賮賴丕 亘禺賲爻 賳噩賵賲
賰鬲丕亘 乇丕卅毓 賲購賱賴賽賲 賮賷 丕賱丕丿丕乇丞 亘賱 賵 丨鬲賶 賮賷 丕賱丨賷丕丞 丕賱毓丕賲丞 賵 丕賱毓丕卅賱賷丞
丕爻鬲胤丕毓 丕賱賰丕鬲亘 丕賳 賷賯丿賾賲 賵氐賮丞 賲賳胤賯賷丞 貙 賱夭賷丕丿丞 丕賱丕賳鬲丕噩賷丞 賵 禺賮囟 丕賱鬲賰丕賱賷賮 貙 賵 夭賷丕丿丞 丕賱卮毓賵乇 亘丕賱爻毓丕丿丞..... 廿賳賴丕 丕賱孬賯丞
亘賱 丕爻鬲胤丕毓 丕賱賰丕鬲亘 丕賳 賷賮乇賾賯 亘賷賳 丕賱孬賯丞 丕賱賲胤賱賯丞 賵 丕賱孬賯丞 丕賱賲毓賯賵賱丞
賵 賰賷賮 鬲鬲噩丕夭賵 賲賵囟賵毓 丕賱丕乇鬲賷丕亘 賲賳 賵囟毓 丕賱孬賯丞 賮賷 亘毓囟 丕賱丕賮乇丕丿 貙 賵 賲丿 噩爻賵乇 丕賱鬲賵丕氐賱
毓賱賷賰賲 亘廿賯鬲賳丕亍 丕賱賰鬲丕亘
鬲丨賷丕鬲賷
賲爻丕毓丿
賰鬲丕亘 乇丕卅毓 賲購賱賴賽賲 賮賷 丕賱丕丿丕乇丞 亘賱 賵 丨鬲賶 賮賷 丕賱丨賷丕丞 丕賱毓丕賲丞 賵 丕賱毓丕卅賱賷丞
丕爻鬲胤丕毓 丕賱賰丕鬲亘 丕賳 賷賯丿賾賲 賵氐賮丞 賲賳胤賯賷丞 貙 賱夭賷丕丿丞 丕賱丕賳鬲丕噩賷丞 賵 禺賮囟 丕賱鬲賰丕賱賷賮 貙 賵 夭賷丕丿丞 丕賱卮毓賵乇 亘丕賱爻毓丕丿丞..... 廿賳賴丕 丕賱孬賯丞
亘賱 丕爻鬲胤丕毓 丕賱賰丕鬲亘 丕賳 賷賮乇賾賯 亘賷賳 丕賱孬賯丞 丕賱賲胤賱賯丞 賵 丕賱孬賯丞 丕賱賲毓賯賵賱丞
賵 賰賷賮 鬲鬲噩丕夭賵 賲賵囟賵毓 丕賱丕乇鬲賷丕亘 賲賳 賵囟毓 丕賱孬賯丞 賮賷 亘毓囟 丕賱丕賮乇丕丿 貙 賵 賲丿 噩爻賵乇 丕賱鬲賵丕氐賱
毓賱賷賰賲 亘廿賯鬲賳丕亍 丕賱賰鬲丕亘
鬲丨賷丕鬲賷
賲爻丕毓丿
July 31, 2012
While Covey (son of the 'famous' Covey)sets out a great argument for trust in businesses, I, of course, look through the lens of an educator. I think the part that resonated the most with me was the first section on self trust, and the section about organizational trust. Sometimes I found the parallels, sometimes I didn't.
Self trust...believing in your mission, your purpose. Trusting YOURSELF to make good decisions, to reach out to others, to inspire trust. That is exactly what should happen in a classroom.
And the other section, about organizations, helped me look, not only at my own school, but the profession and helped me analyze part of the reason public education seems so mired in disfunction right now. We don't trust each other. We're coming from different stances, we don't understand, and we haven't taken the time to really trust.
One thing that I kept noticing, like an underlying theme, is a huge problem I have with corporate reform...the need to change, be different, mix things up. That's what 'reformers' are doing. They're playing with education, with my profession. Let's try this, let's try that. It's kids' lives they're messing with as they try this, and then try that. BUT that's the climate they're comfortable with, because they are not dealing with lives...they're dealing with services or products. They can afford to be very very wrong...they just start over with new products. We in education have to pick up wounded kids and try to restore their confidence...So, I feel like I understand better.
The thing about trust is that it has an opposite, and also a counterfeit. The opposite is easy. The counterfeit? What an interesting concept. That's the person who tells you she trusts you while she's plotting something that will work to her advantage and your disadvantage. Wow. I know people (men and women) who can do that with ease.
I got tired of counting...five waves, 13 behaviors...I got tired of the Covey vocabulary...tax, dividend, withdrawals, deposits...Kept wondering why 5, why 13. That actually distracted me as I would count them off...
Lots of great lines...some of Covey's and some he's found to illustrate his points.
What Gandhi thinks, what he says and what he does are all the same...
My life is an indivisible whole, and all my activities run into one another. My life is my message ~ Gandhi
Listen First means to listen to yourself, to your gut feelings, your own inner voice before you decide, before you act
Trust men and they will be true to you; treat them greatly and they will show themselves great.
Leadership is getting results in a way that inspires trust.
The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn ~ Alvin Toffler
You may be deceived if you trust too much, but you will live in torment if you don't trust enough ~ Frank Crane
Extending trust to others rekindles the inner spirit
AND: HIGH TRUST COMPANIES OUT PERFORM LOW TRUST COMPANIES. That brings me back to my education parallels. We are now living and working in a climate of little or NO trust. Yet we're being punished if we don't reach the results OTHERS ('reformers') have set for us. We don't trust them; they sure as heck don't trust us. The climate is toxic until someone begins to trust. I see it at the state level with our SDE; and at the national level.
I saw no solution in this book, no breakthrough...but I did find inspiration to go back to my classroom and build that trust, one student at a time!
Self trust...believing in your mission, your purpose. Trusting YOURSELF to make good decisions, to reach out to others, to inspire trust. That is exactly what should happen in a classroom.
And the other section, about organizations, helped me look, not only at my own school, but the profession and helped me analyze part of the reason public education seems so mired in disfunction right now. We don't trust each other. We're coming from different stances, we don't understand, and we haven't taken the time to really trust.
One thing that I kept noticing, like an underlying theme, is a huge problem I have with corporate reform...the need to change, be different, mix things up. That's what 'reformers' are doing. They're playing with education, with my profession. Let's try this, let's try that. It's kids' lives they're messing with as they try this, and then try that. BUT that's the climate they're comfortable with, because they are not dealing with lives...they're dealing with services or products. They can afford to be very very wrong...they just start over with new products. We in education have to pick up wounded kids and try to restore their confidence...So, I feel like I understand better.
The thing about trust is that it has an opposite, and also a counterfeit. The opposite is easy. The counterfeit? What an interesting concept. That's the person who tells you she trusts you while she's plotting something that will work to her advantage and your disadvantage. Wow. I know people (men and women) who can do that with ease.
I got tired of counting...five waves, 13 behaviors...I got tired of the Covey vocabulary...tax, dividend, withdrawals, deposits...Kept wondering why 5, why 13. That actually distracted me as I would count them off...
Lots of great lines...some of Covey's and some he's found to illustrate his points.
What Gandhi thinks, what he says and what he does are all the same...
My life is an indivisible whole, and all my activities run into one another. My life is my message ~ Gandhi
Listen First means to listen to yourself, to your gut feelings, your own inner voice before you decide, before you act
Trust men and they will be true to you; treat them greatly and they will show themselves great.
Leadership is getting results in a way that inspires trust.
The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn ~ Alvin Toffler
You may be deceived if you trust too much, but you will live in torment if you don't trust enough ~ Frank Crane
Extending trust to others rekindles the inner spirit
AND: HIGH TRUST COMPANIES OUT PERFORM LOW TRUST COMPANIES. That brings me back to my education parallels. We are now living and working in a climate of little or NO trust. Yet we're being punished if we don't reach the results OTHERS ('reformers') have set for us. We don't trust them; they sure as heck don't trust us. The climate is toxic until someone begins to trust. I see it at the state level with our SDE; and at the national level.
I saw no solution in this book, no breakthrough...but I did find inspiration to go back to my classroom and build that trust, one student at a time!
July 10, 2008
In the last few weeks, I've been traveling quite a lot鈥擝razil, Macedonia, Serbia, and throughout the U.S. Since I have a ritual that involves reading on planes, I've been able to get through a few books I've been hearing quite a bit about. The three I want to tell you about here, are all amazing. If you saw my copies, you'd see dog-eared pages, underlining, exclamation points and question marks in the margins. I really had no idea how much I'd be affected by each one, and completely surprised by how they all seem to fit together so well.
The first book, 鈥淭he SPEED of Trust: The One Thing that Changes Everything鈥� is by Stephen M. Covey鈥攏o, not that one鈥攖his is his son! I read his dad's book, 鈥溾€� (Stephen R. Covey) fifteen years ago (and a few times since) and I credit it as the single most influential piece of my career development. It lead to the creation of my personal mission statement which you can download and read in the Resources Section of the Common Ground website.
鈥淭he Speed of Trust鈥� is all about the importance of trust as a concept in all of our relationships鈥攑ersonal and professional. The concept resonates for me as a central tenet of how I function as a consultant. In fact. I am using many of his concepts and ideas in the 鈥淐onsulting for Consultants鈥� workshops I'm piloting here in the Balkans on this latest trip. Take a look at the slides below (which I developed for the workshops) and you'll get an idea of the kinds of things Covey is talking about.
I particularly liked his definition of leadership (which I also ascribe to consulting): 鈥淕etting Results In A Way That Inspires Trust.鈥� Isn't that AMAZING!
The first book, 鈥淭he SPEED of Trust: The One Thing that Changes Everything鈥� is by Stephen M. Covey鈥攏o, not that one鈥攖his is his son! I read his dad's book, 鈥溾€� (Stephen R. Covey) fifteen years ago (and a few times since) and I credit it as the single most influential piece of my career development. It lead to the creation of my personal mission statement which you can download and read in the Resources Section of the Common Ground website.
鈥淭he Speed of Trust鈥� is all about the importance of trust as a concept in all of our relationships鈥攑ersonal and professional. The concept resonates for me as a central tenet of how I function as a consultant. In fact. I am using many of his concepts and ideas in the 鈥淐onsulting for Consultants鈥� workshops I'm piloting here in the Balkans on this latest trip. Take a look at the slides below (which I developed for the workshops) and you'll get an idea of the kinds of things Covey is talking about.
I particularly liked his definition of leadership (which I also ascribe to consulting): 鈥淕etting Results In A Way That Inspires Trust.鈥� Isn't that AMAZING!
March 1, 2023
full of generalizations passed off as 鈥渜uantifiable evidence鈥� . NO, saying 鈥渃ost is measurable鈥� and 鈥渢rust impacts cost鈥� does NOT mean that 鈥渢rust is measurable鈥�. i would have failed middle school science class if i tried to slip that one by the teacher.. luckily the worst i can do is give a bad review
also quite literally the most redundant writing i鈥檝e ever read. book might lose 5 pages if it cut out every 鈥渘othing is faster than the speed of trust鈥�
author definitely failed to get me to trust his writing competency
also quite literally the most redundant writing i鈥檝e ever read. book might lose 5 pages if it cut out every 鈥渘othing is faster than the speed of trust鈥�
author definitely failed to get me to trust his writing competency
November 30, 2011
I really enjoyed this book and actually began quoting it before I even finished reading it. Covey just has a way of articulating things that is so completely clear.
I think the role of competency hit home. The problem in a lot of large organization is the wrong mix of competency and soft skills. Ego comes into play and suddenly communication is completely and utterly broken. Great read.
I think the role of competency hit home. The problem in a lot of large organization is the wrong mix of competency and soft skills. Ego comes into play and suddenly communication is completely and utterly broken. Great read.
November 10, 2018
Blah Blah Blah....now you've read it too.
(Seriously, unless you are an MBA student working on a business case thesis....or an individual who lacks any emotional intelligence, just skip it)
(Seriously, unless you are an MBA student working on a business case thesis....or an individual who lacks any emotional intelligence, just skip it)
October 5, 2021
Boring book I had to read for work. Not helpful at all.
March 23, 2019
The main message of this book is to lead with trust to give relationships the opportunity to flourish. Even if you're burned a few times, you will come out ahead of those who don't lead with trusting others who demoralize those they associate with. A bonus: Covey writes in a conversational and engaging way.
Takeaways:
- The story of Joe, an NYC donut shop with long lines eventually put out a jar for people to pay using a trust system, and they'd come up and get their donuts. People often appreciated being trusted so much that they paid more than what was due!
- Organizations leading w/ trust vs. tight contracts get a 300% larger return on average (what?)
- Trust = character (integrity) + competence
- Establish trust with one = establishing trust with many
- You can trust someone w/o thinking they are competent for a particular task. Perception of character is the mainstay marker of trust.
- 4 cores of credibility: 1. self 2. relationship 3. organizational 4. market
- "Self=trust is the first secret of success... the essence of heroism." - Ralph Waldo Emerson
- Keeping commitments becomes 1 of 2 choices: You can change your behavior to match your commitment, or you can lower your values to match your behavior."
- NGO orgs have the highest organizational trust rankings
- Talent provides a deeper well than skills
- "If you don't like change, you're going to like irrelevance even less." - General Eric Shinseki
- Avoid the common tendency to put more energy into new relationships and assume people in existing relationships know you care. There is probably a greater need for demonstrations of concern in existing relationships.
- Stockdale Paradox (Jim Collins) You must never confuse faith... with the discipline to confront the brutal facts of your existing reality.
- A person will not ask for your advice until they feel understood by you. If someone's emotions are running high and you give premature advice, you will be ignored.
- One man cannot do right in one department of life whilst he is occupied doing wrong in another department. Life is one indivisible whole." - Gandhi
- "He who cannot forgive others breaks the bridge over which he, too, must pass." - Lord Herbert
- "Better trust all and be deceived, And weep that trust, and that deceiving, Then doubt one heart that, if believed, Had blessed one's life with true believing." - Frances Anne Kemble
Takeaways:
- The story of Joe, an NYC donut shop with long lines eventually put out a jar for people to pay using a trust system, and they'd come up and get their donuts. People often appreciated being trusted so much that they paid more than what was due!
- Organizations leading w/ trust vs. tight contracts get a 300% larger return on average (what?)
- Trust = character (integrity) + competence
- Establish trust with one = establishing trust with many
- You can trust someone w/o thinking they are competent for a particular task. Perception of character is the mainstay marker of trust.
- 4 cores of credibility: 1. self 2. relationship 3. organizational 4. market
- "Self=trust is the first secret of success... the essence of heroism." - Ralph Waldo Emerson
- Keeping commitments becomes 1 of 2 choices: You can change your behavior to match your commitment, or you can lower your values to match your behavior."
- NGO orgs have the highest organizational trust rankings
- Talent provides a deeper well than skills
- "If you don't like change, you're going to like irrelevance even less." - General Eric Shinseki
- Avoid the common tendency to put more energy into new relationships and assume people in existing relationships know you care. There is probably a greater need for demonstrations of concern in existing relationships.
- Stockdale Paradox (Jim Collins) You must never confuse faith... with the discipline to confront the brutal facts of your existing reality.
- A person will not ask for your advice until they feel understood by you. If someone's emotions are running high and you give premature advice, you will be ignored.
- One man cannot do right in one department of life whilst he is occupied doing wrong in another department. Life is one indivisible whole." - Gandhi
- "He who cannot forgive others breaks the bridge over which he, too, must pass." - Lord Herbert
- "Better trust all and be deceived, And weep that trust, and that deceiving, Then doubt one heart that, if believed, Had blessed one's life with true believing." - Frances Anne Kemble
November 4, 2019
乇睾賲 兀賳賴 賯丿賷賲 夭賲賳賷丕賸 廿賱丕 兀賳 亘毓囟 丕賱兀賮賰丕乇 賮賷賴 氐丕賱丨丞 賱賴匕丕 丕賱夭賲賳
March 6, 2023
This book has a lot of valuable insight; it's easy to see why it has become a stalwart reference for leaders. The first part of the book is all philosophy and tenets, whereas the following parts give more examples and application specifics. The first part really is a lot of platitudes, so thankfully there is something practical that follows.
However, it could use an update. Much of the the examples are dated, and/or extremely hetero-normative. They are laden with subtextual "holier than thou" judgement, likely rooted in Judeo-Christian values. An updated version with an expansion on the tiny section that details cultural differences and trust would go a long way today. Also, some of the examples are now of people we know aren't great examples (Tiger Woods, anyone?).
My only other editorial complaint is about structure of each chapter. There are soooooo many quotes and they are all introduced the same way: "Consider what XYZ person (usually a white male) had to say about ABC value/behaviour." I imagine Covey had an assistant whose sole job it was to match trust quotes with his text. They are often so out of context or just mismatched.
Having said all of this, most of the advice, examples, and rules in this guide are useful. It's not so much a handbook as it is a reference book. We all need these reminders, especially those in leadership of any kind.
However, it could use an update. Much of the the examples are dated, and/or extremely hetero-normative. They are laden with subtextual "holier than thou" judgement, likely rooted in Judeo-Christian values. An updated version with an expansion on the tiny section that details cultural differences and trust would go a long way today. Also, some of the examples are now of people we know aren't great examples (Tiger Woods, anyone?).
My only other editorial complaint is about structure of each chapter. There are soooooo many quotes and they are all introduced the same way: "Consider what XYZ person (usually a white male) had to say about ABC value/behaviour." I imagine Covey had an assistant whose sole job it was to match trust quotes with his text. They are often so out of context or just mismatched.
Having said all of this, most of the advice, examples, and rules in this guide are useful. It's not so much a handbook as it is a reference book. We all need these reminders, especially those in leadership of any kind.
March 14, 2021
Without trust it's hard to be effective. Trust comes from building relationships based on spending time with people, being respectful, listening, being transparent, admitting mistakes, being loyal, focusing on results and accountability, and keeping commitments. Trust is more easily gained if your intentions are good, you display integrity, and exhibit capability. Once that relationship is built and trust is established, the ease of working together makes for better results. At the same time, don't be naive about trusting others. There, now you don't need to read the book...
I tossed up whether to give this 1 or 2 stars. Went with 2 in the end (read it if you've got nothing else to read). Stephen M.R. Covey is the son of the Steven Covey who wrote the 7 Habits. This book isn't that...
Instead, this is a book that takes a long time to get to a simple concept, and does it in what it describes as being data-based, but instead seems to be a monotonous series of anecdotes, including trivial ones around how to make sure your children do their chores (more than one example). Hopefully the first paragraph of this review will save you the time you would've spent reading the book...
I tossed up whether to give this 1 or 2 stars. Went with 2 in the end (read it if you've got nothing else to read). Stephen M.R. Covey is the son of the Steven Covey who wrote the 7 Habits. This book isn't that...
Instead, this is a book that takes a long time to get to a simple concept, and does it in what it describes as being data-based, but instead seems to be a monotonous series of anecdotes, including trivial ones around how to make sure your children do their chores (more than one example). Hopefully the first paragraph of this review will save you the time you would've spent reading the book...
October 6, 2015
Don't let it throw you off that this was written by Stephen R. Covey's son--it's a great book. He's not just riding his father's coattails, unless it is that he's following in his footsteps and doing a good job of it.
There are some valuable lessons in here for business, and everywhere else you have relationships. Especially the core point that where there is trust, things move faster. That's a competitive advantage for businesses. Businesses that foster the practices that engender trust will win, and others will lose. It's survival of the fittest.
There are some valuable lessons in here for business, and everywhere else you have relationships. Especially the core point that where there is trust, things move faster. That's a competitive advantage for businesses. Businesses that foster the practices that engender trust will win, and others will lose. It's survival of the fittest.
March 6, 2016
A very helpful book. Obviously geared to business it still works well in non-profit situations. I read it as a board member for a non-profit Christian organization in mind. 4 core values and 13 behaviors listed. Insightful and on target. The concept of extending trust, smart trust, rebuilding trust and the propensity to trust are deeply insightful.
Plenty of good stories that helpfully illustrate the concepts. There's an edition called "summary". Wish I knew how good it was. Might be a good recommendation.
Plenty of good stories that helpfully illustrate the concepts. There's an edition called "summary". Wish I knew how good it was. Might be a good recommendation.
February 23, 2013
Amazing book! It explains what TRUST actually is- what it is made up of. It helps you understand why you do or do not trust someone. It also teaches how to extend "smart trust" to others, and make yourself more trustworthy so others can trust you. Everything is broken down so clearly and there are so many action items so you can apply what you are learning right away! One of my favorite books I've read! And I wasn't expecting that.
January 16, 2016
A fantastic book that I believe everyone, not just business leaders should read. As the title suggests, this book is about trust: what it is, how its built and why it matters in business and in life. I actually came to this book a bit skeptical and didn't expect to learn much. The author met and exceeded my expectations to say the least. You definitely want to add this one to your library.
Tony Rogers Jr
Author of Visionary: Making a difference in a world that needs YOU
Tony Rogers Jr
Author of Visionary: Making a difference in a world that needs YOU
February 21, 2023
So many great excerpts from Covey. I most appreciated the book when he shared experiences from his own life. Experiences go so far on my learning experience and I always appreciate hearing the various experiences people have. This book is a good read, but I think it鈥檒l be even better to revisit in the coming future to review the steps and advice given. I liked that the book not only focused on trusting others but trusting yourself.
September 2, 2017
My concern with this book revolves around the following question.
Will we truly benefit from ethics that are adopted merely for the sake of building trust in order to increase speed and reduce cost?
Will we truly benefit from ethics that are adopted merely for the sake of building trust in order to increase speed and reduce cost?
June 7, 2017
I really quite enjoyed the insights Covey gives on trust. I recommend this to anyone because I think the idea of trust isn't understood enough. Covey outlines a concept of trust that is very understandable and actionable.
January 1, 2023
This book is a capitalistic circle jerk. Maybe because I鈥檓 not interested in ever making my way into a Fortune 500 company, but nothing resonated with me and only seemed to espouse tactics to make more money and earn more market share.
May 31, 2018
What a great book. This is a challenging call to excellence that we should all heed. Read and reflect now!
January 2, 2022
It鈥檚 far too long and repetitive. There鈥檚 unnecessary graphs and quotes from other people to reiterate the the point. It鈥檚 a good concept, but could have been addressed in 100 pages instead of 300+
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