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Confiar e Inspirar
Stephen M. R. Covey, autor del longseller La velocidad de la confianza , nos propone en Confiar e inspirar una nueva y revolucionaria forma de liderar adaptada a los desafíos y necesidades del siglo XXI. Actualmente vivimos una crisis de liderazgo. Aunque nuestro mundo ha cambiado drásticamente, nuestra manera de liderar no lo ha hecho. La mayoría de las organizaciones, los equipos, las escuelas y las familias siguen funcionando con un modelo de «Mandar y controlar», basado en estructuras jerárquicas y la conformidad de las personas. No obstante, debido a la naturaleza cambiante del mundo, la mano de obra, el trabajo en sí mismo y las opciones que tenemos de dónde y cómo trabajar, esta forma de liderar ha quedado drásticamente anticuada. Stephen M. R. Covey ha hecho de la comprensión de la confianza en el liderazgo y las organizaciones el trabajo de su vida. En Confiar e inspirar , su libro más transformador, nos ofrece una solución sencilla pero pasar del modelo de «Mandar y controlar» al modelo de liderazgo de «Confiar e Inspirar». La gente no quiere que la dirijan; quiere que la guíen. La nueva forma de liderar parte de la creencia de que las personas son creativas, colaboradoras y están llenas de potencial, y el líder que necesitan es el que les inspira a convertirse en la mejor versión de sí mismas. Confiar e inspirar exige un cambio radical en la forma de dirigir en el siglo XXI, y Covey nos muestra cómo hacerlo.
392 pages, Paperback
Published September 26, 2023
845 people are currently reading
3426 people want to read
About the author
Stephen M.R. Covey
36 books247 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—a 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’s book, Dr. Stephen R. Covey’s 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’s 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’s 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—the leader in energy management technology—where 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’s book, Dr. Stephen R. Covey’s 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’s 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’s 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—the leader in energy management technology—where 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 144 reviews
September 20, 2023
Pale imitation of The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change, recycling the exact same stories the author's father told without adding much. Whereas the father heavily referenced the timeless wisdom traditions of the world, the son parrots contemporary "thought leaders" and their buzzwords du jour.
Related:
First Things First
The 4 Disciplines of Execution: Achieving Your Wildly Important Goals
Related:
First Things First
The 4 Disciplines of Execution: Achieving Your Wildly Important Goals
August 4, 2023
3.5 stars
The book presents a compelling picture of leadership aimed not at domination, but encouragement and equipping those under your authority. Covey tells a lot of stories, which are helpful--while mostly in the business world, he also uses examples of coaches and parents and even at one point one pastor. The premise is simple--to lead not by micro-managing, but by treating those under your authority as people who also have something to offer other than being cogs in the machinery of your vision.
I enjoyed the book, and it was helpful in provoking me to stop and re-evaluate my own leadership in both church and home. That said, I found that beyond the stories, there wasn't much practical advice, to be honest. The book started to feel repetitive--because Covey in this book is less about giving you the practical steps as much as trying to persuade you to shift your mindset from 'Command and Control' to 'Trust & Inspire'. To be fair, I think the repetition is probably neccesary. The final two sections addressing barriers and objections to trust and inspire are probably the most helpful.
In terms of critique, my biggest one is that I'm still not quite sure what he means by 'inspire'. 'Trust' and 'model' are clear. But his chapter on what it means to inspire felt to me like a list of corporations adopting a mission statement about making a moral difference in the world--some of whom actually are aiming to do that, and some of which were like Starbucks, trying to make the world a better place a cup at a time. I'm not sure Starbucks employees feel like they are transforming the world for the better by serving coffee (or that they need to).
The book wasn't exactly what I was hoping for. I would have loved more concrete specifics of what not only implementing but *maintaining* a 'Trust and Inspire' ethic. But it was well worth the read and consideration. Recommend to those in authority over others, at home, in church, in workplace.
The book presents a compelling picture of leadership aimed not at domination, but encouragement and equipping those under your authority. Covey tells a lot of stories, which are helpful--while mostly in the business world, he also uses examples of coaches and parents and even at one point one pastor. The premise is simple--to lead not by micro-managing, but by treating those under your authority as people who also have something to offer other than being cogs in the machinery of your vision.
I enjoyed the book, and it was helpful in provoking me to stop and re-evaluate my own leadership in both church and home. That said, I found that beyond the stories, there wasn't much practical advice, to be honest. The book started to feel repetitive--because Covey in this book is less about giving you the practical steps as much as trying to persuade you to shift your mindset from 'Command and Control' to 'Trust & Inspire'. To be fair, I think the repetition is probably neccesary. The final two sections addressing barriers and objections to trust and inspire are probably the most helpful.
In terms of critique, my biggest one is that I'm still not quite sure what he means by 'inspire'. 'Trust' and 'model' are clear. But his chapter on what it means to inspire felt to me like a list of corporations adopting a mission statement about making a moral difference in the world--some of whom actually are aiming to do that, and some of which were like Starbucks, trying to make the world a better place a cup at a time. I'm not sure Starbucks employees feel like they are transforming the world for the better by serving coffee (or that they need to).
The book wasn't exactly what I was hoping for. I would have loved more concrete specifics of what not only implementing but *maintaining* a 'Trust and Inspire' ethic. But it was well worth the read and consideration. Recommend to those in authority over others, at home, in church, in workplace.
August 28, 2024
“Trust & Inspire” left me feeling rather uninspired. This book discusses why we need to be people focused leaders, but there are very few details on HOW to do that.
There are many case studies of leaders who embrace the Trust & Inspire style, but most of them are not personal examples of the author’s experience and fall flat with lack of details. We spend three pages discussing Cheryl Bachelder a Popeyes CEO and I can tell you what the stock price was before she took over and what it went up to, but how she did it is no more descriptive than she listened, implemented solutions to problems, focused on the franchisees, and performed, and I don’t know how to take that into work and help people with it. On the other hand, there was a great story about how the author asked an interviewee for their feedback on a problem the author was facing and how this made the candidate feel trusted and respected, but unfortunately most of the stories aren’t that specific or actionable.
Throughout this book we look at the experiences of a few dozen CEOs, several of whom unsurprisingly supplied quotes for the ‘Acclaim for Trust & Inspire’ section on the back cover, and this focus on top-level leadership back patting means that most examples miss out on how to have good work relationships person to person. The section on effective 1-on-1 meetings takes up just ⅔ of page 170 and has no suggestions for topics or questions to make those more meaningful despite acknowledging that they are ‘the single highest-leveraged activity we can do as leaders’.
By the time I got to the section on barriers to becoming a Trust & Inspire leader I was craving solutions to interpersonal roadblocks that were not addressed, but I didn’t get them. ‘How can I make sure I am being the same amount of Trust & Inspire with entry level employees and experienced employees?’ ‘How do I give developmental feedback without stepping out of Trust and Inspire?’ ‘How does a Trust & Inspire support someone in a personal career goal such as a promotion?’ ‘How do you display Trust and Inspire principles while training a new hire?’ I’ll have to find the answers elsewhere.
Lastly, a lot of examples and themes come straight from the author’s father’s book ‘The 7 Habits of Highly Effective People’ and personally the nepotism irritates me.
Overall, “Trust & Inspire” discusses a familiar leadership topic with lack of details on how to execute and I couldn’t find anything truly novel in it. I didn’t walk away from it with a single concrete idea or plan on how to become a better leader for my team.
There are many case studies of leaders who embrace the Trust & Inspire style, but most of them are not personal examples of the author’s experience and fall flat with lack of details. We spend three pages discussing Cheryl Bachelder a Popeyes CEO and I can tell you what the stock price was before she took over and what it went up to, but how she did it is no more descriptive than she listened, implemented solutions to problems, focused on the franchisees, and performed, and I don’t know how to take that into work and help people with it. On the other hand, there was a great story about how the author asked an interviewee for their feedback on a problem the author was facing and how this made the candidate feel trusted and respected, but unfortunately most of the stories aren’t that specific or actionable.
Throughout this book we look at the experiences of a few dozen CEOs, several of whom unsurprisingly supplied quotes for the ‘Acclaim for Trust & Inspire’ section on the back cover, and this focus on top-level leadership back patting means that most examples miss out on how to have good work relationships person to person. The section on effective 1-on-1 meetings takes up just ⅔ of page 170 and has no suggestions for topics or questions to make those more meaningful despite acknowledging that they are ‘the single highest-leveraged activity we can do as leaders’.
By the time I got to the section on barriers to becoming a Trust & Inspire leader I was craving solutions to interpersonal roadblocks that were not addressed, but I didn’t get them. ‘How can I make sure I am being the same amount of Trust & Inspire with entry level employees and experienced employees?’ ‘How do I give developmental feedback without stepping out of Trust and Inspire?’ ‘How does a Trust & Inspire support someone in a personal career goal such as a promotion?’ ‘How do you display Trust and Inspire principles while training a new hire?’ I’ll have to find the answers elsewhere.
Lastly, a lot of examples and themes come straight from the author’s father’s book ‘The 7 Habits of Highly Effective People’ and personally the nepotism irritates me.
Overall, “Trust & Inspire” discusses a familiar leadership topic with lack of details on how to execute and I couldn’t find anything truly novel in it. I didn’t walk away from it with a single concrete idea or plan on how to become a better leader for my team.
April 11, 2022
As Stevo’s Novel Ideas, I am a long-time book reviewer, member of the media, an Influencer, and a content provider. I received this book as a free review copy from either the publisher, a publicist, or the author, and have not been compensated for reviewing or recommending it.
This book was Stevo's Business Book of the Week for the week of 4/10, as selected by Stevo's Book Reviews on the Internet and Stevo's Novel Ideas. "Trust and Inspire" is a new way of leading that starts with the belief that people are creative, collaborative, and full of potential. People with this kind of leader are inspired to become the best version of themselves and to produce their best work.
In this inspired model of future work, Stephen M.R. Covey does away with outdated processes that convey an implicit lack of trust (such as "you must trust me because I'm your boss"), in favor of those which foster mutual trust and interdependence (such as encouraging commitment rather than demanding compliance). Covey's third stewardship (connecting to why) hit me the hardest, as it's one of the most important questions I constantly ask: why am I doing this? My job is much easier when I have an answer.
Find more Business Books of the Week on my Goodreads Listopia page at https://www.goodreads.com/list/show/9..., and find many more reviewed and recommended books and products by searching for me on Google.
This book was Stevo's Business Book of the Week for the week of 4/10, as selected by Stevo's Book Reviews on the Internet and Stevo's Novel Ideas. "Trust and Inspire" is a new way of leading that starts with the belief that people are creative, collaborative, and full of potential. People with this kind of leader are inspired to become the best version of themselves and to produce their best work.
In this inspired model of future work, Stephen M.R. Covey does away with outdated processes that convey an implicit lack of trust (such as "you must trust me because I'm your boss"), in favor of those which foster mutual trust and interdependence (such as encouraging commitment rather than demanding compliance). Covey's third stewardship (connecting to why) hit me the hardest, as it's one of the most important questions I constantly ask: why am I doing this? My job is much easier when I have an answer.
Find more Business Books of the Week on my Goodreads Listopia page at https://www.goodreads.com/list/show/9..., and find many more reviewed and recommended books and products by searching for me on Google.
March 30, 2024
Please don't waste your time or money on this book. There is nothing new in this book.
The examples used are cherry picked and in some cases it takes a stretch of the imagination to believe they even make sense.
One example is a school losing out on a "super star" academic because he didn't provide the needed documentation to get reimbursed his expenses for going to the school for a job interview. The inability for the required documentation to be waved is given as the reason this "super star" decided to not take the position with the school. Did this "super star" know what documentation would need to be submitted and decided he was bigger than the little guy who has to comply? Did this really demonstrate to the rest of the staff that they are not trusted or did it demonstrate they avoided having a prima donna for a co-worker?
Then there is the example of a section of the Air Force innovating during the COVID initial shutdown. This is presented like the military has only learned how to innovate when confronted with a challenge. There are examples of innovation by the military stretching back as far as there has been recorded military history.
All of this information is presented in a way that indicates there has always been a choice in how people manage people. In my experience, a lot of management style comes from the manager's self confidence. A manager's style has smore to do with their emotional and psychological makeup than it does from them making a decision on how they are going to manage.
I wish I could get a refund for the time I spent on this book which is part of a book club reading.
The examples used are cherry picked and in some cases it takes a stretch of the imagination to believe they even make sense.
One example is a school losing out on a "super star" academic because he didn't provide the needed documentation to get reimbursed his expenses for going to the school for a job interview. The inability for the required documentation to be waved is given as the reason this "super star" decided to not take the position with the school. Did this "super star" know what documentation would need to be submitted and decided he was bigger than the little guy who has to comply? Did this really demonstrate to the rest of the staff that they are not trusted or did it demonstrate they avoided having a prima donna for a co-worker?
Then there is the example of a section of the Air Force innovating during the COVID initial shutdown. This is presented like the military has only learned how to innovate when confronted with a challenge. There are examples of innovation by the military stretching back as far as there has been recorded military history.
All of this information is presented in a way that indicates there has always been a choice in how people manage people. In my experience, a lot of management style comes from the manager's self confidence. A manager's style has smore to do with their emotional and psychological makeup than it does from them making a decision on how they are going to manage.
I wish I could get a refund for the time I spent on this book which is part of a book club reading.
August 9, 2022
[Audible version]
One of those books where I deeply appreciate the key message, but the lack of specific case studies and logic of supporting arguments were pretty disappointing, at least for me.
The key message about Trust & Inspire vs Command & Control leadership styles actually found me in the right time in my career. I think it touches 2 very important parts of the leadership role. It helped me better understand myself as a leader (especially my gaps) + the leaders I work(ed) for and want to work with in the future. Plus I really believe it contributes to creating better organisation cultures, which I deeply care about.
But be prepared to hear the same evangelism phrases many times throughout the book + very little specifics on "how" to implement this in real life + often used supporting arguments such as "this CEO changed this one behaviour and look at their stock price 15 years later".
One of those books where I deeply appreciate the key message, but the lack of specific case studies and logic of supporting arguments were pretty disappointing, at least for me.
The key message about Trust & Inspire vs Command & Control leadership styles actually found me in the right time in my career. I think it touches 2 very important parts of the leadership role. It helped me better understand myself as a leader (especially my gaps) + the leaders I work(ed) for and want to work with in the future. Plus I really believe it contributes to creating better organisation cultures, which I deeply care about.
But be prepared to hear the same evangelism phrases many times throughout the book + very little specifics on "how" to implement this in real life + often used supporting arguments such as "this CEO changed this one behaviour and look at their stock price 15 years later".
July 21, 2022
This has now made the top 5 of my 2022 books.
What a time to be learning about the new type of leadership that’s much needed. Leadership is not a title but a choice, so we all are leaders in some way and have the ability to inspire those around us to live their potential.
I love that the book also contrasts its proposal to the old command and control leadership style that no longer works and does not benefit those who follow.
It really blew my mind. People don’t need to be managed, they need to be inspired.
What a time to be learning about the new type of leadership that’s much needed. Leadership is not a title but a choice, so we all are leaders in some way and have the ability to inspire those around us to live their potential.
I love that the book also contrasts its proposal to the old command and control leadership style that no longer works and does not benefit those who follow.
It really blew my mind. People don’t need to be managed, they need to be inspired.
August 12, 2025
I always struggle to get through nonfiction books. I would highly recommend this book to anyone who is or is hoping to be a leader. It is full of great stories and advice. It lost a star for me because it took forever for me to get through it. This is less a knock on the book and more so a reflection of my reading preferences.
April 4, 2022
Given my love of the “7 Habits of Highly Effective People” by Stephen R. Covey, which is a staple of leadership and life best practices, I had high expectations when I started reading this book by his son, Stephen M.R. Covey: “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.” This book comes at the perfect time. Our world is facing unprecedented changes, and we can no longer rely on the management and leadership practices of the past, practices that still guide many organizations today.
Covey outlines the beliefs of a trust and inspire leader, going into great detail about each. He states that first and foremost a trust and inspire leader possesses a great a belief in people, and that every single person has the potential for greatness. A trust and inspire leader believes that people are whole, and sees them for their whole selves. A trust and inspire leader believes there is enough for everyone and focuses on creating environments of collaboration and support. A trust and inspire leader believes in serving those around them, and last, a trust and inspire leader believes influence is created first inside. That behaviors must be modeled.
Not only did this book give me practical reflections and strategies for how I approach working with my team at work to better enhance my own leadership style. But it also made me think about being a trust and inspire leader in all of my relationships and in my parenting style. As a new mom, when I think about how I want to raise my daughter, it gave me a lot to reflect on. Yes, we might need to manage schedules and bedtime, but there are also chances to lead. To model. To provide chances for my child to bloom. To let her be herself. To give her the room to live out her greatness.
I am inspired reading this book, and know that I will return to the many passages I highlighted and bolded- as a reminder of the kind of leader I want to be, not only in my work, but in my life.
Covey outlines the beliefs of a trust and inspire leader, going into great detail about each. He states that first and foremost a trust and inspire leader possesses a great a belief in people, and that every single person has the potential for greatness. A trust and inspire leader believes that people are whole, and sees them for their whole selves. A trust and inspire leader believes there is enough for everyone and focuses on creating environments of collaboration and support. A trust and inspire leader believes in serving those around them, and last, a trust and inspire leader believes influence is created first inside. That behaviors must be modeled.
Not only did this book give me practical reflections and strategies for how I approach working with my team at work to better enhance my own leadership style. But it also made me think about being a trust and inspire leader in all of my relationships and in my parenting style. As a new mom, when I think about how I want to raise my daughter, it gave me a lot to reflect on. Yes, we might need to manage schedules and bedtime, but there are also chances to lead. To model. To provide chances for my child to bloom. To let her be herself. To give her the room to live out her greatness.
I am inspired reading this book, and know that I will return to the many passages I highlighted and bolded- as a reminder of the kind of leader I want to be, not only in my work, but in my life.
January 5, 2023
Fantastic book to help you learn to transition from a "command and control" manager to a "trust and inspire" leader. I loved the take aways that apply in all settings, from the board room to the living room. My favorite: Set clear expectations, show the way, help them envision the goal (inspire) then stand back and let them perform and learn (trust).
The Speed of Trust, by the same author, is another favorite of mine. Excellent content to help you grow relationships and business through being trustworthy, and extending trust to others.
The Speed of Trust, by the same author, is another favorite of mine. Excellent content to help you grow relationships and business through being trustworthy, and extending trust to others.
October 13, 2022
I thought this was a great book. It started out so engaging - I wholeheartedly believe in the trust and inspire leadership style and try to lead that way. Maybe I was too tired or had the audiobook on too high a speed, but I zoned out too much, and it felt a bit repetitive. I think it was me though, and I might reread this instead of listening.
March 22, 2023
I've never read a book like this before, but after a recent promotion was placed into a leadership bookclub at my job. And, like, there's some good insights here, I suppose, but enough for a PowerPoint, not a book. It fills it's page count with repetition, name-dropping, needless quotes, and silly graphs.
April 13, 2023
I cannot rate this book high enough. I wish I had more stars to give it. This book is fabulous and speaks to the leadership style I feel in my heart and the style I believe we need more of in the world. I would recommend this book too literally everyone regardless of title or position. Everyone can be a leader.
July 8, 2023
Muy aburrido y poco práctico.
Una sola idea: Gestionar y Controlar no funciona más. Funciona para las cosas.
Hay que confiar e inspirar.
El resto es una recopilación de frases e historias que no llevan a ningún lado.
Una sola idea: Gestionar y Controlar no funciona más. Funciona para las cosas.
Hay que confiar e inspirar.
El resto es una recopilación de frases e historias que no llevan a ningún lado.
September 19, 2023
DNF. I gathered all the information that I needed from the book within the first few chapters. It heavily leans on motivational experiences, which feels over done to me. Overall, Trust & Inspire is a great topic, but it could have been written about differently.
September 4, 2022
One of those books that cheerleads X style and has nothing good to say about Y style, rather than the truth that X and Y style are each good at different times and also there's W style and Z style.
June 9, 2025
Read this for work. Was like chewing on nails. Okay maybe not that bad, but the quotes… little overkill. The message was good but I think this book could’ve been 100 pages. Not my fav and don’t typically like these kind of books so I’m a bit biased.
May 11, 2023
Great content describing the proper leadership approach and style. Repetitive.
November 24, 2023
I highly recommend it. Read it alongside of The 4 Disciplines of Execution and The Speed of Trust.
February 22, 2025
I’ll never forget when I realized every other anecdote in this book starts with “I’ll never forget…” And this book feels like 50% anecdotes and the rest is trying to make the case for the leadership style. Just tell me how to lead! I am already bought in! I am a millennial!
March 27, 2022
I received a copy of Trust & Inspire for review. Stephen Covey deftly leads readers through differences in not only what current leaders need to be doing to adapt to the changing landscape of the world, but also what what the current demands are necessitating this change. Trust & Inspire challenges long held beliefs about leadership, motivation, systems, and policies in a way that the reader self-reflects and looks for what they can do to be a Trust & Inspire leader versus Command & Control.
#NetGalley #leadership
#NetGalley #leadership
January 22, 2024
Es un buen libro de liderazgo, aunque bastante repetitivo en los conceptos. No hay grandes revelaciones, mucho apela al sentido común y al desarrollo de un liderazgo humanista.
November 19, 2023
HIGHLIGHTS:
1. Unleash potential. Don’t try to control.
2. Treat people to the level of their potential.
- It is motivating to be trusted by someone you care about.
- With people, fast is a slow and slow is fast.
3. Collaborate on the inside. Compete on the outside.
4. Be consistent with modeling public, private and inner lives.
5. Identify your why: make decisions from there.
- Caring will connect you with the people around you.
- Connect to purpose (eg janitor who was helping to put a man on the moon).
6. Stewardship is about a responsibility to grow and develop the people they lead.
- serving others for a greater outcome.
-leave others better off.
- Establish Stewardship Agreement: shift from manager to coach.
- Be specific about quality and quantity.
- Give examples
- Get the job done AND build the relationship.
- Discuss consequences that are natural
(Positive or negative).
- Use guardrails. No guessing what is expected.
7. I forgive you in advance for mistakes you will make .
8. Trust and Inspire leader has a high tolerance for failure with a focus on learning and course correction.
- Failure is a pathway to growth and innovation.
- Inability to let go can be stifling to moral and creativity.
1. Unleash potential. Don’t try to control.
2. Treat people to the level of their potential.
- It is motivating to be trusted by someone you care about.
- With people, fast is a slow and slow is fast.
3. Collaborate on the inside. Compete on the outside.
4. Be consistent with modeling public, private and inner lives.
5. Identify your why: make decisions from there.
- Caring will connect you with the people around you.
- Connect to purpose (eg janitor who was helping to put a man on the moon).
6. Stewardship is about a responsibility to grow and develop the people they lead.
- serving others for a greater outcome.
-leave others better off.
- Establish Stewardship Agreement: shift from manager to coach.
- Be specific about quality and quantity.
- Give examples
- Get the job done AND build the relationship.
- Discuss consequences that are natural
(Positive or negative).
- Use guardrails. No guessing what is expected.
7. I forgive you in advance for mistakes you will make .
8. Trust and Inspire leader has a high tolerance for failure with a focus on learning and course correction.
- Failure is a pathway to growth and innovation.
- Inability to let go can be stifling to moral and creativity.
April 29, 2022
Steven M.R. Covey text "Trust & Inspire" could well be use as a management text to teach the difference between Command & Control versus "Trust & Inspire" management styles. Covey presents the contrast between the management/human behavior of each and present the argument how Trust and Inspire is the more valuable tool to implement. However, the concern surrounds the I can't, what if's, we've never done that here, etc However, Covey mentions that many of the excuses present have been dispelled as a result of the recent pandemic where many businesses in essence were required to adopt this way of thinking. Result showed production went up and people generally felt better about careers. People often don't leave jobs because they dislike the work but often it's a personnel issue or friction between parties. Interactions such as subordinates to boss. The issue today is old line bosses have issues with new thinking. This text has applications in businesses, schools, teams and life in general.
March 17, 2023
Do you want to help your direct reports become A+ performers?
From the author of The Speed of Trust comes a new book on a leadership model meant to replace the persistent "command & control" model left over from the Industrial Age. Trust & Inspire is a 350+ page book, but it is neatly summarized--by the author--in this 1-hour video.
Watch the summary video and see if it's worth reading/listening to the entire book after that.
From the author of The Speed of Trust comes a new book on a leadership model meant to replace the persistent "command & control" model left over from the Industrial Age. Trust & Inspire is a 350+ page book, but it is neatly summarized--by the author--in this 1-hour video.
Watch the summary video and see if it's worth reading/listening to the entire book after that.
June 10, 2022
Fav chapter: the 2nd stewardship: trust or how you lead
“It is possible to have two trustworthy people working together and have no trust between them… if neither person is willing to extend trust to the other”
“There is a risk in trusting people. But—and this is vital—there also is a risk in not trusting people and I believe not trusting is often the greater risk.”
“Indeed, not trusting is a very lonely way to live”
“It is possible to have two trustworthy people working together and have no trust between them… if neither person is willing to extend trust to the other”
“There is a risk in trusting people. But—and this is vital—there also is a risk in not trusting people and I believe not trusting is often the greater risk.”
“Indeed, not trusting is a very lonely way to live”
February 21, 2023
I had a very hard time connecting with this book - many of the stories felt recycled from other podcasts and books. The book also lacked the HOW - it was all about the why, apply the why and then POOF! Life changing. But it didn’t actually tell you how to make some of these changes.
Additionally, I thought some of the concepts were one sided or outdated, without any real backup supporting the opinion.
Additionally, I thought some of the concepts were one sided or outdated, without any real backup supporting the opinion.
May 27, 2022
I enjoyed this audio book on the importance of rising above command and control leadership. No one likes to be told. We are designed to act in free will.
I appreciate the insight into the fact that bringing out the potential in others is connected to principles of trust. Command and control never allows for true potential to shine through - it squashes it.
I appreciate the insight into the fact that bringing out the potential in others is connected to principles of trust. Command and control never allows for true potential to shine through - it squashes it.
May 14, 2022
“There’s no telling how your life will be blessed as you seek to bless the lives of others.”
This book is absolute 🔥 & a must-read for anyone who parents, coaches, teaches, mentors &/or leads.
⭐️⭐️⭐️⭐️⭐️
#growthmindset #trustandinspire
This book is absolute 🔥 & a must-read for anyone who parents, coaches, teaches, mentors &/or leads.
⭐️⭐️⭐️⭐️⭐️
#growthmindset #trustandinspire
September 23, 2022
I really like the idea of the book. Great leaders model ideal behavior and trust and inspire those around them. However, the book could accomplish the same purpose with half the number of words.
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