The Speed Of Trust: The One Thing that Changes Everything

“There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love.”

This quote introduces the cornerstone theme, The Importance and Value of Trust. It emphasizes the pervasive nature of trust and its ability to sustain various entities—from interpersonal relationships to global economies—as well as the disastrous consequences of its absence. It also asserts that trust is a universal requisite, regardless of context or scale, setting the tone for the expansive discourse on trust that follows.

“Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don’t; rather, trust is a pragmatic, tangible, actionable asset that you can create—much faster than you probably think possible.”

This quote underscores the theme of The Learnability and Restorability of Trust. It challenges the belief that trust is a static or nebulous attribute. Instead, Covey posits that trust is a practical and tangible asset that can be actively cultivated. This aligns with Covey’s advocacy of proactive efforts in trust building and restoration.

“Simply put, trust means confidence. The opposite of trust—distrust—is suspicion. When you trust people, you have confidence in them—in their integrity and in their abilities. When you distrust people, you are suspicious of them—of their integrity, their agenda, their capabilities, or their track record. It’s that simple.”

This quote touches on the book’s foundational understanding of trust and its importance. Covey simplifies trust by equating it to a basic human emotion—confidence, specifically in an individual’s integrity and capabilities. Integrity is one of the four cores of credibility that Covey later expands upon.

“[O]ne of the fastest ways to restore trust is to make and keep commitments—even very small commitments—to ourselves and to others.”

This quote emphasizes the theme of the restorability of trust. Covey suggests that trust, once lost, can be regained more rapidly than one might anticipate. He points to the making and keeping of commitments, even modest ones, as a powerful method to repair trust. This statement highlights the dynamic nature of trust; it’s not only something that can be lost but also something that can be rebuilt. By stressing adherence to even small commitments, Covey underscores the cumulative impact of consistent behavior in reestablishing trust.

“As one eminent consultant on this topic, Robert Shaw, has said, ‘Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both.’ I submit that while high trust won’t necessarily rescue a poor strategy, low trust will almost always derail a good one.”

This quote underscores the significance of Trust as a Strategic Imperative and Leadership Tool. Covey points out that while a high level of trust may not compensate for weak strategy, low trust can certainly sabotage an otherwise sound strategy. The implication is clear: Trust plays a pivotal role in successful execution of a competitive strategy. By emphasizing that distrust is the enemy of both strategy and execution, Covey highlights the inherent value of cultivating trust in business contexts. This resonates with the overarching theme of the importance of trust.

“Trust is equal parts character and competence. Both are absolutely necessary. From the family room to the boardroom, you can look at any leadership failure, and it’s always a failure of one or the other.”

Covey’s assertion in this quote relates directly to his concept of the four cores of credibility, which are integral components of trust in his framework. These cores are integrity and intent (representing character) and capabilities and results (symbolizing competence). Character relates to one’s moral compass and motivations—the “why” and “how” behind actions. Competence involves skills, capabilities, track record, and performance—the “what” and “can” of actions. Without a balance of both elements, trust (and therefore effective leadership) cannot be fully realized or sustained. Covey notes that this truth applies as much in personal relationships (“the family room”) as it does in professional contexts (“the boardroom”).

“Over time, I have come to this simple definition of leadership: Leadership is getting results in a way that inspires trust. It’s maximizing both your current contribution and your ability to contribute in the future by establishing the trust that makes it possible.”

This quote connects directly to the theme of trust as a leadership tool: Covey defines successful leadership in terms of engendering trust. He also underscores the role trust plays in amplifying current performance and paving the way for future contributions. This perspective reframes trust from being merely a desirable trait to being a vital instrument in effective leadership. The foundational role of trust in successful leadership ties in with the concept of the four cores of credibility, as a leader’s credibility forms the basis for the trust they inspire in others.

“A person has integrity when there is no gap between intent and behavior […] when he or she is whole, seamless, the same—inside and out. I call this ‘congruence.’ And it is congruence—not compliance—that will ultimately create credibility and trust.”

This quote speaks to the four cores of credibility—particularly integrity. Covey outlines integrity as more than just honesty; it involves consistency of character, reflected in a person being the same on the inside as they are on the outside. This “congruence,” a term Covey uses to denote the alignment of intent and behavior, drives credibility and trust. True integrity cannot be feigned or forced via “compliance” with rules or norms; it must permeate a person’s actions and decisions. In other words, while people can cultivate trust, there are no workarounds to doing so.

“Intent matters. It grows out of character. While we tend to judge ourselves by our intent, we tend to judge others by their behavior. We also tend to judge others’ intent based on our own paradigms and experience. Our perception of intent has a huge impact on trust.”

This quote underscores the importance of intent—not only as a component of character but also as a lens through which actions are judged. Covey argues that the perceived intent behind behavior deeply influences one’s willingness to extend trust.

“Our capabilities inspire the trust of others, particularly when they are specifically those needed for the task at hand. Our capabilities also give us the self-confidence that we can do what needs to be done.”

This quote talks about the connection between capabilities, one of the four cores of credibility, and trust. It illustrates the importance of trust in the context of capabilities and reveals The Complexity and Multifaceted Nature of Trust; trust doesn’t only depend on character traits like integrity but also depends on one’s skills and abilities.

“Peter Drucker encourages leaders to ‘feed opportunities and starve problems.’ In the same vein, I contend that we need to ‘feed strengths and starve weaknesses.’ It’s not that we ignore our weaknesses; rather, we make our weaknesses irrelevant by working effectively with others so that we compensate for our weaknesses through their strengths and they compensate for their weaknesses through our strengths. That’s making sure that everyone is on the right seat on the bus.”

This quote illustrates the idea of Smart trust, which is about trusting not only oneself but also others by acknowledging their strengths and using those strengths to complement one’s own weaknesses. This strategic interdependence relies on the trust within a team or organization. Covey argues that by recognizing and leveraging the collective strengths of a group, leaders can make individual weaknesses irrelevant. This strategic positioning of team members creates a network of trust where everyone is both a contributor and a beneficiary, enhancing overall trust within the team or organization and making it more robust and efficient.

“What made [our bankers] want to extend more trust? Results! Results matter! They matter to your credibility. They matter to your ability to establish and maintain trust with others.”

This quote emphasizes that results play a significant role in establishing trust. By delivering on promises and meeting expectations consistently, individuals and organizations can cultivate credibility and earn the trust of others. In the context of the passage, this quote also points to the restorability of trust, as achieving results can help reestablish trust after a period of struggle or failure. The story of Covey Leadership Center shows that when the company turned around its financial situation, it restored the trust that its bankers had lost. This is related to the term “trust dividend,” which symbolizes the advantages and benefits that come with a high level of trust.

“When people do have the courage to stop the cycle of spin and Talk Straight instead, amazing things happen. Communication is clear. Meetings are few, brief, and to the point. Trust increases. Speed goes up. Cost goes down.”

This quote touches on the theme of trust as a strategic imperative. Covey emphasizes that “talking straight,” which involves honest, direct, and transparent communication, has profound implications in personal and organizational contexts. This practice of open communication eliminates the complexity and inefficiency that come with “spin,” or distortion of information. As a result, meetings become more efficient, trust within teams or relationships increases, decision-making accelerates (or, as Covey phrases it, “speed goes up”), and costs related to misunderstandings and misinformation decrease. Covey positions trust not merely as a moral virtue but as a strategic tool that can drive tangible outcomes in organizations and relationships.

“The truth is that in every relationship—personal and professional—what you do has far greater impact than anything you say. You can say you love someone—but unless you demonstrate that love through your actions, your words become meaningless. You can say you want to engage in win-win negotiation—but unless your behavior shows that you really mean it, you will come across as insincere.”

This quote underscores that actions, not just words, are what build trust in any relationship. This idea reflects the four cores of credibility—specifically, integrity and intent, as one’s actions reveal one’s true intentions and adherence to values. The quote also pertains to the 13 behaviors of high-trust leaders because it encourages behaviors that demonstrate sincerity, reliability, and accountability—all essential in building trust.

“Some people say you can’t change behavior. But there is clear evidence to indicate that people can and do change behavior—sometimes dramatically—and that doing so often produces extraordinary results.”

This quote highlights the learnability of trust. It emphasizes that behaviors, which form the basis of trust, can be changed. Through conscious effort, individuals can shift their actions to align with the principles of trust. This process is integral to the five “waves” of trust, especially the personal and relationship trust waves, where an individual’s credibility and their behavior in relationships greatly influence their trustworthiness. Additionally, it reiterates the possibility of positive change inherent in the concept of smart trust, wherein people choose to trust with both competence and character in mind.

“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.”

This quote is directly related to the 13 behaviors of high-trust leaders. One of these behaviors is showing genuine care and respect for others, regardless of their position or what they can offer in return. Covey suggests that high-trust leaders understand the intrinsic value of all individuals, treating everyone with dignity and respect. This is not merely a matter of morality but practicality: Such behavior cultivates a culture of trust, as individuals feel valued and respected for who they are, which enhances communication and strengthens relationships, leading to more successful and harmonious organizations and personal relationships.

“The counterfeit of Right Wrongs is to cover up. It’s trying to hide a mistake, as opposed to repairing it. In the case of Right Wrongs, the counterfeit actually creates a double trust tax, one tax when you make the mistake, and another—usually a far greater tax—when you try to cover it up and get caught. The reality is that everybody makes mistakes. The issue isn’t whether you will make them, it’s what you will do about them.”

This quote touches on the concepts of the trust tax and trust dividend. Covey uses the term “trust tax” to explain the cost incurred when trust is damaged. Mistakes in general undermine faith in one’s competence or integrity. However, when that mistake is covered up rather than addressed and corrected, it incurs an additional trust tax—often greater than the initial one due to the damage caused by dishonesty, which calls into question not only one’s abilities but also one’s character. Covey therefore emphasizes the importance of addressing mistakes upfront and taking steps to right the wrongs, as this approach demonstrates integrity, accountability, and transparency, which are vital to trust. This idea underscores the restorability of trust, as taking responsibility and learning from one’s errors can help rebuild trust.

“People who talk about others behind their backs often seem to think that it will build some kind of camaraderie and trust with those who are there. But the exact opposite is true. When you talk about others behind their backs, it causes those who are present to think you’ll do the same to them when they’re not there. So it clearly has a negative geometric impact on trust.”

Loyalty in the context of trust and leadership doesn’t simply mean being faithful or committed to a cause or person; it also extends to how people talk about others in their absence. Leaders show loyalty by speaking of others as if they were present. When leaders engage in negative talk behind people’s backs, it not only disrespects the absent individuals but also erodes trust among those present. Loyalty therefore involves treating everyone with respect, valuing their dignity, and preserving trust. This shows others that one is a person of integrity who can be trusted to keep people’s best interests in mind even when they’re not around.

“Accountability builds extraordinary trust in the culture when people feel secure in the knowledge that everyone will be held to certain standards. When leaders don’t hold people accountable, the opposite is true.”

Covey emphasizes the crucial role of accountability in fostering trust, thereby touching on the theme of trust as a leadership tool. Accountability is about setting clear expectations, holding people responsible for their actions, and enforcing consistent standards. When leaders uphold these principles, it reinforces trust among team members, as they know that everyone is playing by the same rules. When leaders fail to enforce accountability, it can create an environment of uncertainty and mistrust. It also discourages people from taking responsibility for their own actions, as they may feel that the consequences are unpredictable or unfair.

“To Listen First means not only to really listen (to genuinely seek to understand another person’s thoughts, feelings, experience, and point of view), but to do it first (before you try to diagnose, influence, or prescribe).”

Active listening is not simply about hearing what the other person says but about understanding their perspective before offering any advice or reaction. This means putting aside one’s own assumptions and judgments and genuinely seeking to comprehend the speaker’s thoughts, feelings, and experiences. By doing this first, a leader ensures that any subsequent actions are based on a solid understanding of the situation. This shows respect for the speaker’s perspective, which fosters trust. Active listening is therefore foundational to effective leadership. It demonstrates empathy and understanding, which are key elements for building trust in relationships.

“[S]ymbols are powerful. They carry disproportionate value. They always override rhetoric. They communicate paradigms far more clearly than words. And they do so with geometric influence.”

This quote underscores the significance of symbolic actions in the context of the four cores of credibility, which posit that the credibility of a leader relies on integrity, intent, capabilities, and results. Symbols, with their potent communicative power, can provide clear evidence of these cores. They override mere rhetoric by visibly demonstrating a leader’s true intentions, integrity, capabilities, and results, thereby establishing or strengthening trust. Hence, effective use of symbols is integral to building a leader’s credibility and fostering trust.

“Market Trust is all about brand or reputation. It’s about the feeling you have that makes you want to buy products or services or invest your money or time—and/or recommend such action to others. This is the level where most people clearly see the relationship between trust, speed, and cost. In fact, you could say that a ‘brand’ is trust with the customer, trust with the marketplace, or even more boldly, ‘trust monetized.’”

This encapsulates how trust, though intangible, can be monetized through the power of a brand, translating into tangible benefits such as customer loyalty, increased sales, and robust market standing. The quote draws a clear line connecting trust to business performance in the marketplace. Therefore, according to Covey, trust is not only a moral virtue but also a tangible and strategic advantage for any organization.

“The first job of a leader is to inspire trust. The ability to do so, in fact, is a prime differentiator between a manager and a leader. To inspire trust is to create the foundation upon which all truly successful enterprises—and relationships—stand.”

According to Covey, the primary job of a leader is to inspire trust in their team. This not only establishes a solid foundation for all successful enterprises and relationships, but it also marks the difference between a leader and what Covey calls a “manager”—a word with a more utilitarian ring. While managers may ensure tasks are completed and projects are carried out, leaders do much more. Leaders inspire, motivate, and—most importantly—build trust within their teams. This trust generates a safe and productive environment where ideas are freely shared and collaboration is encouraged. In such an environment, team members are not afraid of taking risks, making mistakes, or innovating. Inspiring trust is therefore not just a part of leadership; it is the very essence of leadership, a prerequisite for creating successful and enduring relationships and enterprises.

“And in many cases, I know it is possible not only to restore trust but to actually enhance it. The difficult things that we go through with the important people in our lives can become fertile ground for the growth of enduring trust—trust that is actually stronger because it’s been tested and proved through challenge.”

Covey’s quote emphasizes the restorability of trust. He suggests that trust is not a static attribute but a dynamic one, capable of not just being restored but also strengthened in the process. This happens because these challenges often create circumstances that allow individuals to prove their reliability, their capacity to make amends, or their capacity to endure hard times. Covey encourages readers to see trust as resilient, shifting the understanding of trust from a fragile state that must be carefully guarded to a strong and repairable bond.