How can you build it in a broken system?

TRUST More important than VISION? Yes! No matter how big a vision, the high cost of low trust will prevent you from attaining that vision profitably.

TRUST More important than STRATEGY? Yes! While high trust can‘t make a poor strategy succeed, the high cost of low trust will derail an otherwise impeccable strategy.

TRUST  More important than SYSTEMS and STRUCTURE? Yes! No degree of fixing or quality control can overcome the sabotage and cost tax of an organization where there is no trust.

TRUST  More important than SKILLS? Yes! No matter how skilled a group, the high cost of low trust will slow their ultimate success. Nothing repels talented people than like a high- control, low-trust workplace.

 People and organizations will only work with those they trust because trust decreases friction.

 Attracting and retaining talent and customers, closing sales, increasing value in financial markets, improving quality of production, raising response to marketing and advertising,

 Forging alliances and joint ventures, enhancing brand value and confidence, building enthusiasm of a culture.  High trust energizes people, and enlivens growth, momentum, and influence.

How We Define Trust Our definition of TRUST is simple: It is both character (who you are) and competence (your strengths and the results you produce).

 Trust is the enabling power of leadership influence. It is not soft, slow, risky, or easy. It is a measurable, definable component of all leadership success. It can be both taught and learned.

 Self trust: The key principle underlying this wave is credibility  Two questions:  Do I trust myself?  Am I someone others can trust?

 Self Trust: Building the 4 Cores of Credibility that make you believable, both to oneself and others.  The foundations of credibility  Leaders need to be able to inspire trust and confidence in others  Trust is built through credibility

 Four cores (foundations) of credibility….  Your integrity  Your intent  Your capabilities  Your results

 Core 1: Integrity (Are you congruent?)  Integrity includes honesty (telling the truth and leaving the right impression), congruence (walking your talk), humility, and the courage to do what is right

 The most massive violations of trust are violations of integrity  How to increase your integrity:  Make and keep commitments to yourself  Stand for something that is right  Be open

 Core 2: Intent (Have a good plan or purpose?)  Intent is about motive, agenda, and behavior  WHY-Motive is your reason for doing something. The motive that inspires the greatest trust is genuine caring

 Agenda grows out of motive.  WHAT-It’s what you intend to do or promote because of your motive. The agenda that generally inspires the greatest trust is the one that will benefit others

 Behavior is the action of motive and agenda.  HOW-The behavior that best creates credibility and inspires trust is acting in the best interest of others  When we believe that people are acting for our best interest we will trust them

How to improve intent: 1. Examine and refine your motives 2. Declare your intent-