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Trustology: The Art and Science of Leading High-Trust Teams
Are your working relationships characterized by mutual respect, innovation, collaboration, healthy conflict, and an open invitation for feedback? Or have you experienced time and energy being wasted on turf wars, silo mindsets, suspicion, misunderstandings, and low employee engagement? In Trustology, Richard Fagerlin challenges readers to take responsibility for the one thing that determines the success of every business and interpersonal trust. He casts a vision for high-functioning relationships, both personal and professional, and shares the three components necessary for trust to flourish. Finally, he gives leaders a simple four-step process to lead their groups into becoming high-trust teams. If you are ready to have your assumptions challenged, your sights raised, and your business or team shifted into high gear, Trustology was written for you. Includes a Trust Factor assessment for teams and individuals.
200 pages, Paperback
First published May 29, 2013
15 people are currently reading
88 people want to read
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Displaying 1 - 15 of 15 reviews
January 3, 2015
I read this for the leadership institute I'm participating in this year, and I wasn't all that excited about it when it was assigned. I thought the title was kind of dumb, and I wasn't sure what to expect.
But, honestly, this book just blew my mind. There's so much good information in here about how high trust or low trust affects the way a team works together. Two of the big takeways for me from this: I need to work on presuming positive intent from people and I need to check my own assumptions about what I think people are saying versus what they are actually trying to say. Beyond that, there's really a lot of good information in here, and it got me thinking about places I've worked and whether they were high or low trust, and how they could have been improved using the ideas in this book. If I had anything negative to say about the book it would be that the 3rd section was a little less relevant to me, as it presumed you were a manager of a team and had the power to put these practices into place, but it still did give me some ideas of what I could do, even though I'm not currently a manager, to work on building trust in my life.
Anyone who has talked to me over the past few days has heard a relatively detailed analysis and description of this book (sorry about that), so obviously it made a big impression on me. I'm really trying to take the principles in here to heart, and really think about trust in both work and personal relationships. If the title turns you off a little, look beyond it. I think the information in here is definitely worth a read.
But, honestly, this book just blew my mind. There's so much good information in here about how high trust or low trust affects the way a team works together. Two of the big takeways for me from this: I need to work on presuming positive intent from people and I need to check my own assumptions about what I think people are saying versus what they are actually trying to say. Beyond that, there's really a lot of good information in here, and it got me thinking about places I've worked and whether they were high or low trust, and how they could have been improved using the ideas in this book. If I had anything negative to say about the book it would be that the 3rd section was a little less relevant to me, as it presumed you were a manager of a team and had the power to put these practices into place, but it still did give me some ideas of what I could do, even though I'm not currently a manager, to work on building trust in my life.
Anyone who has talked to me over the past few days has heard a relatively detailed analysis and description of this book (sorry about that), so obviously it made a big impression on me. I'm really trying to take the principles in here to heart, and really think about trust in both work and personal relationships. If the title turns you off a little, look beyond it. I think the information in here is definitely worth a read.
January 17, 2018
The last 20 pages in the “Make a Plan” section were the most helpful.
Some pearls:
Trust can never be earned. Trust can only be given.
If it is to be, it is up to me.
Confidence equals predictability, and predictability, when it comes to high-trust relationships, is king.
Trust = competence + compassion + integrity
CPA is a mindset of personal accountability and responsibility. It says that in every problem you face you either: Cause the problem, Participate in the problem, or Allow the problem to happen.
We focus on the most annoying symptom, and not the problem itself.
Presume positive intent!
D * V * F > R
D=dissatisfaction with the current state of affairs
V=vision for how things could be
F=first steps
R=the resistance to change
Hate: intense hostility and aversion, usually deriving from fear, anger, or sense of injury
Some pearls:
Trust can never be earned. Trust can only be given.
If it is to be, it is up to me.
Confidence equals predictability, and predictability, when it comes to high-trust relationships, is king.
Trust = competence + compassion + integrity
CPA is a mindset of personal accountability and responsibility. It says that in every problem you face you either: Cause the problem, Participate in the problem, or Allow the problem to happen.
We focus on the most annoying symptom, and not the problem itself.
Presume positive intent!
D * V * F > R
D=dissatisfaction with the current state of affairs
V=vision for how things could be
F=first steps
R=the resistance to change
Hate: intense hostility and aversion, usually deriving from fear, anger, or sense of injury
October 28, 2020
Trust is a pervasive and important topic for all of us personally and professionally. I get asked to teach about it often, and I have worked hard to study it over the years.
For those reasons and more, I wish I had written this book. The author takes an important topic and teaches it in a very accessible and conversational way. Not only is it easy to read, it is quick and fun.
Read more...
For those reasons and more, I wish I had written this book. The author takes an important topic and teaches it in a very accessible and conversational way. Not only is it easy to read, it is quick and fun.
Read more...
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November 23, 2021Why does trust matter anyway? Trust in our teams and our organizations can make the difference between poor performance and stellar performance. Trust is essential to creating and leading high-performance teams. Trustology: The Art and Science of Leading High-Trust Teams is here to help us create and lead high-trust teams.
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June 21, 2019
Interesting perspective on trusting others, both professionally and personally. I specifically liked the concept of us needing to stop keeping score of others in order for them to 'earn our trust', especially when we don't share the rules of the game.
April 23, 2019
I didn't finish this. I found out simplistic and platitudinous. Perhaps someone new to leadership would find it novel.
August 4, 2019
There are aspects of the book that are very good, however, some is ideology is hard to agree with.
September 5, 2021
Should be required reading for all humans.
January 20, 2024
A short read that’s filled with good nuggets. One I’ll be keeping on the shelf and coming back to for the solid reminders. It’s basic, not rocket science but often that’s what most of us need.
May 29, 2016
Although this is written in the management book style that I dislike - short chapters, as though we're too stupid or busy to take in longer, more complex ideas - the information contained within was useful and well-balanced. Good bits on conflict and trust.
A couple of good quotes:
"the key to having a motivated team is 'hire motivated people and don't do stupid stuff that demotivates them.'"
"The higher you are in an organization, the fewer rights people have. Oh, they may have more freedoms - like the ability to take a two-hour lunch when they want to - but that's usually because they've exchanged the right to be paid for their time for the responsibility of being paid for the results that they achieve, no matter how much work it takes. They carry responsibility for profit and loss, a budget, and the results of other people's work. They are answerable for making the workplace safe and for their employees' general welfare. Their behavior reflects on the company seven days a week. They are never off duty."
A couple of good quotes:
"the key to having a motivated team is 'hire motivated people and don't do stupid stuff that demotivates them.'"
"The higher you are in an organization, the fewer rights people have. Oh, they may have more freedoms - like the ability to take a two-hour lunch when they want to - but that's usually because they've exchanged the right to be paid for their time for the responsibility of being paid for the results that they achieve, no matter how much work it takes. They carry responsibility for profit and loss, a budget, and the results of other people's work. They are answerable for making the workplace safe and for their employees' general welfare. Their behavior reflects on the company seven days a week. They are never off duty."
March 22, 2015
A lot of the ideas in this book are interesting and inspiring, but Fagerlin could really use a good librarian on his team - he cites Wikipedia. HE. CITES. WIKIPEDIA. Only once, but still, it made me very twitchy. There's lots of other, better information sources out there, and his book would have been a lot stronger and carried more credibility if he had utilized them.
January 17, 2015
Never really thought of myself as the type of person who would read general management books, but this was inspiring and motivating. The tone was perfect and just put me in a good mood all around. Was able to apply to my real life immediately.
December 5, 2016
There are some good points here.
Just trust people, don't make them earn it.
Be trustworthy: Have Integrity, Competence and Compassion!
I would hope this would be something people would know. Be trustworthy!!!!
Just trust people, don't make them earn it.
Be trustworthy: Have Integrity, Competence and Compassion!
I would hope this would be something people would know. Be trustworthy!!!!
This entire review has been hidden because of spoilers.
July 23, 2014
Great concepts of loving one another applied to business teams and leading.
March 5, 2020
If nothing else it made me think about myself and my opinion of others. A lot of this I’ve heard before but with this book or with this team it seems I am more able to put things together.
Displaying 1 - 15 of 15 reviews