To help establish shared values in the I Know Network, I want to share with you my notes from the book The Speed of Trust by Stephen M.R. Covey.

High Trust increases the Speed at which you can do business with someone else and lowers Cost.

Trust is composed of Character and Competence [Chapter 6-7]

Character: integrity (self: right and wrong)
intent (others: effective and ineffective)
Competence: capability (knowledge)
results (action)

Relationship Trust (13 behaviors)
Character errors are fastest way to lose trust.
Competence strengths are fastest way to build trust.

Societal Trust [Chapter 24-26]
People take trust for granted until it is absent.
World doesn't function without trust. Open society, law, commerce, etc all require it.
More choices in high trust society
Key: contribution

Competence

Actions that create trust in your Competence:

6. Deliver Results [Chapter 13] (responsibility, accountability, performance) (errors: performing poorly, failing to deliver, delivering activities instead of results.) (Balance with first five. Leadership = getting results in a way that inspires trust.)

7. Get Better [Chapter 13-14] ("Be a constant learner. Get feedback. Act upon the feedback. Improve. Change. You're always trying to get better and better at whatever you're doing." Embrace the benefits of experience, mistakes and opportunities for change and improvement.) (People have confidence in innovators) (errors: entropy, resting on your laurels, being irrelevant, learning but never producing, trying to force everything into the methods you currently know, fear of mistakes) (Keys: seek feedback, learn from your mistakes and experiences.)

8. Confront Reality [Chapter 14] ("Take issues head on, even the tough issues, even the so-called "undiscussable" issues.") (courage, awareness, responsibility, respect) (errors: ignoring facts, pretending reality is different, busy work, avoiding the real issues) (confronting reality helps build relationships of productivity, tap creativity of others, problem solving)

9. Clarify Expectations [Chapter 15-16] ("trust breaks down not because there's bad people involved, but because people's expectations of what's supposed to happen is different. And they've never taken the time to clarify them, to validate them, to discuss them, to negotiate them.") (behavior of prevention: do it up front and avoid pitfalls later) (errors: failing to clarify up front virtually guarantees misunderstanding down the road) (clarity, expectations, responsibility, accountability) (errors: failing to define, assuming shared expectations exist, failing to disclose expectations, absence of shared vision; smoke and mirror, lip service without giving specific deadlines, measurements, and accountability, shifting expectations) (Both parties have to be involved in determining expectations. Expectations cannot be rigid, they must be balanced with confront reality, etc.)

10. Practice Accountability [Chapter 15] ("You hold yourself accountable. Hold others accountable. Take responsibility for results." accountability is hard. This is tough love. This is discipline. But when people are held accountable -- when you yourself are accountable -- you will build trust in all your relationships.") (errors: not taking responsibility, blaming others, victimization) (Leaders should acknowledge their own performance and apologize for lack of performance. People should be encouraged to account, not made afraid of it. Keeping performance commitment grows when accountability is balanced with loyalty and respect and caring.)

Actions that build trust in both Character and Competence:

11. Listen First [Chapter 16] ("Understand what's important to them, because then you'll have influence with them. But if you just try to talk first and not understand you won't have anywhere near the influence, and they won't trust you near as much.") (errors: speak before listening or understanding, not to listen at all, getting out your agenda without soliciting input of others- especially where their input might have an impact; listening without understanding or pretending you think what they say in important)

12. Keep Commitments [Chapter 17] ("make commitments.") (error: break commitments, break promises, vague or elusive commitments that you can't be held accountable for, not making commitments) (making commitments builds hope, keeping them builds trust)

13. Extend Trust [Chapter 17] ("extend trust conditionally". Those that are earning your trust, you're careful how you extend it until they prove more and more. But those that have earned it, you extend it abundantly, because people respond to that.") (leverage trust by enlisting others' help by trusting them; they reciprocate) (balance with wisdom of know who to trust, how to hold them accountable, etc.) (errors: withholding trust, being gullible, distrusting others, being untrustworthy yourself, giving responsibility without the resources or authority to get the job done, faking trust, taking over their job)

Integrity

A. Actions that create trust in your Character:

1. Talk Straight [Chapter 9] ("That's being honest, telling the truth, and using clear, simple language." More than technical accuracy. Must also give the correct impression.) (errors: lies, mislead, beating around the bush, withholding information, double talk, flattery, positioning, posturing, spinning to manipulate, leaving false impression, splitting hairs.) (Talking straight requires tact and consideration. Balance with intent, capability and results.)

2. Demonstrate Concern/Respect [Chapter 10] ("Tell people you care.") (Value other people.) (errors: disrespect, failing to show people that you care, faking concern, respect for some but not others--especially those who don't have power) (Balance with accountability, clarity.)

3. Create Transparency [Chapter 11] (""Look, I'm trying to help create something we all can win by. Here's what's important to me. What's important to you?" ... You're counting the truth in a way that people can verify and validate.") (full disclosure up front) (errors: hidden agendas, unwillingness to share information)

4. Right Wrongs [Chapter 11] ("just make things right when you're wrong. Apologize quickly. Recover. Make restitution where possible. Demonstrate some humility. Don't let your pride get in the way of doing the right thing.") (when you make a mistake, add a little free benefit to make up for it and generate good will; humility, integrity, restitution) (errors: denial, justification, rationalization, failure to admit mistakes until forced to do so, pride, covering up mistakes to avoid getting caught.)

5. Show Loyalty [Chapter 12] ("I will speak about people as if they were present. I represent them.") (give credit, acknowledge, encourage and protect those not present) (errors: taking credit due to others, being two faced, talking behind others backs) (positive actions: thank you cards, compliments, developing legends, celebrate, publicize success, catch people doing things right.)

Actions that build trust in both Character and Competence:

11. Listen First [Chapter 16] ("Understand what's important to them, because then you'll have influence with them. But if you just try to talk first and not understand you won't have anywhere near the influence, and they won't trust you near as much.") (errors: speak before listening or understanding, not to listen at all, getting out your agenda without soliciting input of others- especially where their input might have an impact; listening without understanding or pretending you think what they say in important)

12. Keep Commitments [Chapter 17] ("make commitments.") (error: break commitments, break promises, vague or elusive commitments that you can't be held accountable for, not making commitments) (making commitments builds hope, keeping them builds trust)

13. Extend Trust [Chapter 17] ("extend trust conditionally". Those that are earning your trust, you're careful how you extend it until they prove more and more. But those that have earned it, you extend it abundantly, because people respond to that.") (leverage trust by enlisting others' help by trusting them; they reciprocate) (balance with wisdom of know who to trust, how to hold them accountable, etc.) (errors: withholding trust, being gullible, distrusting others, being untrustworthy yourself, giving responsibility without the resources or authority to get the job done, faking trust, taking over their job)