This book is not only a must-read for leaders, but also for everyone. This is the best seller of The Wall Street Journal in The New York Times and the red book of Lenovo's global executives. The author Stephen ·M·R· Covey showed us the power of trust, which is often overlooked and underestimated, but it is "enough to change everything". He challenged our preconceptions about trust for many years, and demonstrated the efficiency brought by trust by combining anecdotes and personal experiences with practical research in a simple way.
Covey himself is an MBA from Harvard University. Founder and CEO of Covelink International. A very popular and persuasive speaker and writer. Trust, leadership, ethics and high performance consultant, who has given speeches all over the world.
Through the "Five Waves of Trust", "Four Cores" and "Thirteen Behaviors" shared by high-trust leaders around the world, he expounded how to inspire and maintain trust in personal relationships and careers, how to enhance leadership and confidence by cultivating morality and ability, how to win the trust of customers, colleagues, partners and people quickly and permanently, and how to effectively create "trust dividends".
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Trust, a force that can change everything.
So what exactly is trust? Jack Welch, former CEO of General Electric, said: When you feel it, you will know what it is.
Simply put, trust is confidence, and experience clearly tells us that the relationship between trust and distrust is completely different. When you trust a person, you have confidence in him, his honesty and his ability. When you don't trust a person, you have doubts about him, his honesty, his plan, his ability and his experience.
Take communication as an example. If it is a relationship of high trust, even if you say something wrong, others will understand what you really want to say. If it is a relationship of low trust, even if you pay great attention to the choice of words and sentences and express them accurately, once the motivation is suspected, everything you do is easy to be misunderstood.
The word trust is contained in almost all the elements of success. In any effective interpersonal relationship, whether it is marriage, friendship, social relationship or long-term business relationship, especially business relationship related to the public. Without trust, it is absolutely impossible.
The author puts forward a formula that trust always affects two results, efficiency and cost. Trust declines, efficiency declines, and costs rise.
↓ Trust = Efficiency = Cost
On the other hand, if trust increases, efficiency will increase and cost will decrease.
Give a few examples to illustrate. As the CEO of Berkshire Hathaway, Buffett is regarded as one of the most trustworthy corporate leaders in the world. A few years ago, he bought McLean Supply Company from Wal-Mart for $23 billion. For such a large-scale acquisition, both companies must accept strict scrutiny according to regulations. Usually, it takes several months and costs millions of dollars in accountant fees, audit fees and so on. But this acquisition, because of the high trust of both parties, only took two hours to reach an agreement, and the transaction process was completed in less than one month.
This is the so-called high trust, high efficiency and low cost.
Look at another example of a nobody. In new york, there is a street vendor named Jim, who runs a coffee baking shop to serve office workers who pass by in a hurry. At breakfast and lunch, there is always a long queue in front of his booth. He found that one of the main reasons for queuing was that changing the visa delayed the time, so some customers who couldn't wait would buy it elsewhere.
Later, Jim simply put a small basket full of change next to the booth and let the customers take their own change. As a result, not only did no one fish in troubled waters get more money, but many people left some tips, and his sales speed doubled.
Most people tend to regard trust as a virtue, but in many practical examples, we should learn to regard trust as a gift. People trust those who can do things well, schools give the most important courses to the most capable teachers, and enterprises give the most promising projects to people who have done well. Only by recognizing the role of talents in trust can we truly understand the essence of trust.
If we can look at this problem from the inside out, then the whole society can do a lot to improve the trust relationship.
In this regard, the author puts forward five meanings of building trust, namely five waves of trust. Namely: self-trust, relationship trust, organizational trust, market trust and social trust. Everyone has different roles and responsibilities. In the five waves of trust, our influence is big or small. But all of us can have a great influence in the first two waves.
In the process of reading this book, you will find that even the outermost social trust is rooted in personal trust. When personal trust expands from the inside out, it can grow in a geometric cardinal number. Therefore, we should always start with our first wave.
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The first wave of trust: self-trust
Self-confidence is the basic principle, credit, or credibility. Do you keep your word? Can I trust you? Are you a trustworthy person? The author puts forward four cores: honesty, motivation, ability and achievement. These four cores help to improve your credibility and give students a foundation to build and maintain trust in all relationships.
Among the four cores of trust, what I feel most is honesty and motivation.
Honesty, in addition to frankness, honesty also includes a perfect personality, fulfilling promises, matching words with deeds, and being as good as appearance. Buffett once said: I value three aspects, one is personal integrity, the other is intelligence, and the third is energy. But if you don't have the first one, the last two will ruin you.
To use a tree as a metaphor, honesty is fundamental. Although it is underground, we can't see it at all most of the time, but it plays a vital role in the nutrition, strength, stability and growth of the whole tree. When doing anything, keeping promises is the most basic and fastest way to enhance trust.
Where there is honesty, there is trust. Because trust can break the suspicion and estrangement between people. In modern society, this is actually a human value that everyone deeply needs.
And good motivation is more conducive to winning trust. Motivation comes from personality, and our understanding of motivation greatly affects trust. A person with impure motives, even if he is honest or he has achieved good results, we will subconsciously feel that he will sacrifice others for his own success, and they are pursuing everything above his fame and fortune. How to improve? Purify and review your own motives, then make them public, let others know that you are not absolutely dictatorial and selfish, and finally win trust.
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The second wave of trust: the trust of relationship
In this part, we discuss how to communicate with people in a way that enhances trust and avoids destroying it. The author introduces thirteen behaviors, which are common among leaders and ordinary people with high trust all over the world.
The author begins: Your words can't make up for the problems caused by your actions, but you can make up for them with your actions. What you do is far more influential than what you say. He suggested that when building trust, we should use the thinking mode of "trust account", knowing that the accumulation of trust is often a matter of withdrawing money and saving money in advance.
As Warren Buffett said: Trust accumulated in 20 years can be destroyed in 5 minutes. In entrusted savings, the influence of withdrawal is ten times or even a hundred times that of deposit, and you are likely to lose everything because of one of your actions.
So what exactly are these thirteen behaviors?
Behavior 1: Direct communication. Tell the truth, let people know your position, be concise, express the true colors of things, and sincerely do not tamper with the facts and distort the truth;
Behavior 2: Show respect. Show your concern, especially in small matters, and safeguard everyone's dignity, especially those who have nothing to do with you;
Behavior 3: Openness and transparency. When some people become leaders, they will get lost in the illusion of power. They enjoy the satisfaction of controlling others and information. They are secretive and rarely show their views on people and things. This will certainly establish authority, but it will also erode the internal trust of the organization.
Behavior 4: Save the seam. Knowing shame is almost brave. After making a mistake, it is not just a simple apology, but also a remedy and redemption, and then do more;
Behavior 5: Show loyalty. An important way is to attribute to others, and leaders can build trust by giving others the trust they have won. It is also important not to speak ill of others and not to reveal their privacy.
Behavior 6: Get the result. Without making too many promises and achieving too few achievements, future leaders will rarely talk about their future achievements, but focus on achieving what they once said;
Behavior 7: Pursuing progress. Learn from mistakes, seek feedback and thank others for their feedback;
Behavior 8: Face the reality. As a leader, the first responsibility is to recognize the reality, tell the problem directly, find the facts and root causes, and don't bury your head in the sand;
Behavior 9: Clear expectations. Almost all conflicts stem from different expectations. Open your expectations and show their rationality.
Behavior 10: take responsibility, be responsible for yourself, and let others be responsible;
Behavior 1 1: Listen before you speak, understand others and make judgments;
Behavior 12: Keep promise;
Behavior 13: Pass on trust.
These thirteen behaviors come from the four cores of self-confidence, and they all need to have both ability and political integrity. And every behavior can't push it to the extreme, otherwise it will become a weakness. In addition, in practice, these thirteen behaviors need to cooperate with each other to form a balance. For example, "frank communication" needs "showing respect" to balance.
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Third, fourth, The 5th Wave trust: the trust of stakeholders.
If all the above contents are tools to build trust, then the three waves of trust in this part are to remind readers how to apply these tools in different environments, improve efficiency, reduce costs, create value, and most importantly, build trust.
No matter what kind of social role you play, the concept definition discussed in this part is at the practical level.
A. The third wave of trust: organizational trust
Arthur W. Jones, an expert in organizational design, said: "All organizations should get what they have achieved." Therefore, all organizations deserve the trust they have gained. Therefore, if your organization doesn't have a satisfactory level of trust and doesn't get a trust bonus, it is necessary to analyze it with the coordination principle put forward by the author to see what kind of trust culture your organization structure and system convey. The information expressed by this structure and system is far more powerful than language.
In today's competitive environment, it is impossible for enterprises to survive and develop without coordination. The author gave an example. A husband who participated in the training felt that his interest was academic, so he left the company and went to work in a university. However, he stayed at school for four days and then returned to his old company. He can't stand the bureaucracy and procedures of the school-even buying a pen has to go through three auditing procedures. He said: "I don't want to work in such an environment. I don't like being treated like this. I don't like this feeling. " Obviously, the policy of this university is a sign of distrust, and trust is often the most important indicator to measure personal satisfaction in the organization. If something goes wrong in this part, it will easily lead to loose organization.
So how can we promote organizational change? Sit down and talk about the four cores of building personal trust. Ask yourself: Is my organization honest? Does my organization have good motives? What are my organizational "capabilities"? Can my organization achieve "results"?
If you find that your organization has defects in any of the above aspects, establish a coordination mechanism from now on to cultivate the trust of the organization. Even if you are not a leader, you can make a difference within your control.
These four cores can be applied to the individual level as well as the organization level, which is helpful to establish the coordination mechanism of the organization. For example, if you want to improve the "integrity" of an organization, you can formulate or improve the mission and value purpose of the organization, so that everyone can participate, so that this purpose will not become a cliche hanging on the wall. Improving the "motivation" of the organization can take the lead in setting an example in caring for others. If you want to strengthen the "ability" of an organization, you can establish an institutional structure that can attract and retain talents. To achieve a better "result" is as small as establishing a "balanced scorecard", in which the result should reflect the needs of all stakeholders, and as big as cultivating a new corporate culture.
B. The fourth wave of trust: trust in the market
The trust of the market lies entirely in the brand and word of mouth. In other words, it depends entirely on your feelings, which makes you willing to buy a product or service and invest in this company.
In fact, most people clearly see the relationship among trust, efficiency and cost at this level. We can say that "brand" is the trust of customers, that is, the trust of the market, and we can boldly say that brand is the monetary expression of trust.
Why is brand reputation so important? Because it is synonymous with "market trust", and trust affects people's behavior. According to a survey, 39% of the respondents said that they would like to establish or expand business relations with a company because it can be trusted. 53% of the respondents said that they would reduce or even stop cooperating with companies that are not trusted enough.
From the microscopic point of view, everyone has his own brand and reputation. Oprah even said: All you get in the end is fame. This reputation will affect personal trust, efficiency and cost. When you are looking for a job, it is reflected in your resume and recommendation letter, in your work and social interaction, and in your interaction with others. It affects whether others are willing to follow you and the influence in various situations.
How to operate to avoid damaging the brand and establish a positive image? The author's answer is: apply the four cores and thirteen behaviors to organizations and markets. Through comparison, it is easy to find problems and solve them pertinently.
C. trust in the fifth wave: trust in society
1At the end of April, 1992, the verdict that Rodney King was beaten by the police triggered riots in Los Angeles, California, and many neighborhoods were burned and looted. The losses caused by the riots were staggering, and businesses along the street lost billions of dollars. Surprisingly, all McDonald's restaurants in the damaged area are intact.
The question is obvious: why is only the McDonald's building still standing there, and almost everything around it has been destroyed? The answer of local residents is the same: "McDonald's cares about our community and supports the cultural and sports undertakings in the region. Young people know that they can find a job at McDonald's at any time, and no one wants to destroy a company that has done so many good things for all of us. " McDonald's sense of social responsibility has established social trust for it, which has brought obvious and measurable results.
Just like a fish finally found water, we are so used to the existence of trust that we only know how important it is when we lose it. McDonald's has taught all companies a lesson: social trust is based on the principle of dedication, and the principle of dedication can bring social trust.
People are more and more aware of the importance of dedication, which can help us build a healthier society.
For example, in 2005, Microsoft founder Bill Gates and his wife Melinda were named the man of the year by Time magazine. They were elected not because of their extraordinary wisdom or wealth, but because they invested a lot of time and money in education, health and welfare to help the poor all over the world.
From 65438 to 0998, oprah winfrey established her "angel network", the purpose of which was to encourage people to help the disadvantaged groups and cultivate their self-reliance ability. Since then, the network has supported many humanitarian projects, including the construction of rural schools in 1 1 countries around the world, and raised $50 million for the Christmas Care Project in South Africa.
These are all examples of celebrities. In fact, the greatest contribution to supporting our society comes from countless ordinary people all over the world. Thousands of doctors and nurses devote their time and energy to providing medical help to adults and children in developing countries. Many people donated money to help the people affected by the disaster. In many local communities, volunteers donate their time and energy to help local social undertakings.
The purpose of the author's writing this chapter is not to make some unrealistic political preaching, not to sketch a utopian blueprint of the world, but to arouse people's attention to the great practical benefits brought by trust based on the principle of dedication and social responsibility.
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finally
Trust is gradually born in the process of human cooperation. Compared with other animals, human beings have reached an unprecedented scale and degree of trust and cooperation. Animals are nearsighted. Nothing can stop them from betraying each other when they find that they can gain great benefits by betraying each other.
And human reason can help human self-control, focus on the long-term interests in the future, and even design various systems to prevent traitors from making profits and encourage cooperation between collaborators.
Trust is the foundation of all influence. Without the power of trust, the most powerful government, the most successful enterprise, the most prosperous economy, the most influential leader, the greatest friendship, the strongest personality and the deepest love will be destroyed.
Especially in today's world, trust has a greater influence. One of the reasons is that we are in a global information age, an open era. Everything revolves around cooperative relationship, and the key to the success of cooperative relationship lies in trust. Only in a social community of mutual trust can the cost caused by mutual suspicion be minimized. Economic circles can focus on making the cake bigger, instead of bothering to prevent others from sharing more cakes.
And people, whether friends or lovers, no matter what kind of relationship, will become more touching because of more trust. It can bring happiness to our relationship, results to our work and confidence to our life. If there is anything more beautiful than "I love you", it is "I believe you". No matter what the relationship between people is, it will become better and warmer because of this sentence.
We are born with a tendency to trust, and we hope that all trust will not be disappointed, and all trust will not be disappointed.
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