Trust and Inspire

About the Author

Stephen M.R. Covey is a renowned author, speaker, and expert in the field of leadership and trust. With a legacy shaped by his father, the late Stephen R. Covey—author of "The 7 Habits of Highly Effective People"—Stephen M.R. Covey has carved out his own space in the world of business and leadership. He is a co-founder of the FranklinCovey Global Speed of Trust Practice, an organization dedicated to helping individuals and companies thrive by building and leveraging trust. Covey's approach to leadership is rooted in the idea that trust is the foundation of all successful relationships, whether personal or professional. His previous works, such as "The Speed of Trust" and "Smart Trust," have established him as a leading voice in how trust impacts and enhances leadership effectiveness.

Main Idea

In "Trust and Inspire," Stephen M.R. Covey introduces a revolutionary approach to leadership that moves away from the traditional "command and control" methods and towards a model where leaders build trust and inspire those they lead. The central premise of the book is that modern work environments, which require creativity, innovation, and collaboration, can no longer be effectively managed through outdated leadership styles. Instead, Covey advocates for a leadership style that empowers employees to reach their full potential by cultivating trust and providing inspiration. By doing so, leaders not only improve performance but also create a more fulfilling and engaging workplace for everyone involved.

Table of Contents

1. The History of Leadership
2. The Five Doctrines of Inspirational Leaders
3. The Three Commitments of Inspirational Leaders

The History of Leadership

Traditional Leadership Styles Are Tailored for Industrial-Era Work

Covey begins by discussing the evolution of work and leadership. During the industrial era, work was predominantly manual and repetitive, with a focus on speed and efficiency. Leaders used extrinsic motivators, such as rewards and punishments, to drive performance. These "command and control" leaders were not concerned with employee engagement or inspiration because the nature of the work did not require it. Factory line workers, for example, could produce the same quality of work regardless of their level of inspiration because the processes were standardized, and the materials were uniform.

Inspirational Leaders Are Required for Modern Work

In contrast, Covey argues that modern work, particularly knowledge and service-based work, requires a different approach. Knowledge work involves continuous learning, idea generation, and collaboration, while service work requires strong interpersonal connections. To excel in these areas, employees need to be inspired and fulfilled, which in turn fosters greater engagement and creativity. Covey asserts that traditional leadership styles are no longer effective in this context. Instead, leaders must evolve into "trust and inspire" leaders who focus on developing their employees' potential rather than simply controlling their output.