Book Smart: Speed of Trust By Stephen M. R. Covey

Review By Dr. Michael Giorlando, Director of Athletics and Wellness

"You can't talk yourself out of a problem you've behaved yourself into."
--Stephen R. Covey, Author of The Seven Habits of Highly Effective People

"No, but you can behave yourself out of a problem you behaved yourself into...and often faster than you think."
--Stephen M. R. Covey

The Speed of Trust, by Stephen M. R. Covey, is a business book people from all walks of life can benefit from. Take the Division of Student Affairs at Loyola University. This past school year, our division (everyone from administrative assistants to the Vice President) adopted the book and its principles and found it beneficial in the execution of our duties in a high trust environment, in improving communication, and getting positive results in a timely manner. It served as a vehicle which allowed us to determine exactly what went wrong when a certain event did not live up to its potential.

Terminology from the book provided the entire staff with a common language to correct low trust situations as well as enhance high trust encounters. An important aspect of the book that Covey clarifies well is that the values and behaviors discussed are not limited just to our professional/business world, but can and should be employed in our personal relationships as well.

Like the title suggests, "trust" can either speed up or slow down the process of any organization, team, family, or personal relationship. With speed comes the cost of maintaining a business or relationship. If there was ever a time to be aware of the relevance of trust and the need for trust, now is that time.

Covey explores the economics of the cost involved with trust. For example, when low trust exists in a particular department, a "tax" is placed upon that relationship between staff members. It is this tax that prevents the department from moving in the right direction and moving fast. When work is not done correctly the first time, it takes time to redo it, which in turn increases costs. On the other end of the bar, when a high trust environment exists in the department, "dividends" or positive returns are produced. This in turn allows the department to move efficiently and get results fast. Projects get done right, get done on time and get done with positive results for all involved.

Fly fishermen can relate to Covey's analogy comparing trust to wearing polarized sunglasses when fishing. Just like polarized sunglasses can help folks see through the water and the fish within, trust is that hidden variable that can help people see the possibilities and "increase their effectiveness in every dimension of life."

Trust is outlined by four Cores of Credibility and thirteen Behaviors of High Trust interactions. The cores can be viewed as the roots of a tree, and are required before the behavior branches can truly grow. The four cores are Integrity, Intent, Capabilities, and Results. The thirteen behaviors are then Talk Straight, Demonstrate Respect, Create Transparency, Right Wrongs, Show Loyalty, Deliver Results, Get Better, Confront Reality, Clarify Expectations, Practice Accountability, Listen First, Keep Commitments, and Extend Trust.

The four cores are directly in line with our Jesuit values. Take intent, for example. Social justice issues deal with conditions or circumstance when the motive is not based on mutual benefit. Usually there is a group or a class of individuals who have not been treated fairly and are seeking an equal footing in the process. In these situations, low trust behavior will exist for the group not receiving the mutual benefit, e.g., poor school systems or ailing working conditions in the market place.

Likewise, demonstrating respect, righting wrongs, getting better, and showing loyalty are several behaviors that are in line with our Ignatian values. As a matter of fact, these four behaviors illustrate precisely what it means to be men and women for others.

The closing chapters of the book reflect on the idea of inspiring trust in a particular relationship or an organization by extending "Smart Trust". Inspired trust is built upon a foundation that all organizations and personal relationships stand. The major difference between a manager and a leader is the ability to inspire trust.

I would highly recommend this book to any one who is serious about improving their self trust as well as improving the trust of those who matter most in your life. It is an excellent daily referral source to maintain self trust and well as relationship trust. The principles in this book are truly based on common sense, but are not commonly used. Covey sums it up best: "nothing is as fast as the speed of trust and that the ability to establish, grow, extend, and restore trust with all the stakeholders is the critical leadership competency of the new global economy."