Trust and Inspire
How Truly Great Leaders Unleash Greatness in Others
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4.4 • 13 Ratings
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- $13.99
Publisher Description
From the bestselling author of The Speed of Trust, a revolutionary new way to lead, deemed “the defining leadership book in the 21st century” (Admiral William McRaven, author of Make Your Bed) that “every parent, teacher, and leader needs” (Esther Wojcicki, author of How to Raise Successful People).
We have a leadership crisis today, where even though our world has changed drastically, our leadership style has not. Most organizations, teams, schools, and families today still operate from a model of “command and control,” focusing on hierarchies and compliance from people. But because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live, this way of leading is drastically outdated.
Stephen M.R. Covey has made it his life’s work to understand trust in leadership and organizations. In his newest and most transformative book, Trust and Inspire, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led. 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 “beautifully written page-turner” (Amy Edmondson, Harvard Business School professor), Covey offers the solution to the future of work: where a dispersed workforce will be the norm, necessitating trust and collaboration across time zones, cultures, personalities, generations, and technology.
Trust and Inspire calls for a radical shift in the way we lead in the 21st century, and Covey shows us how.
PUBLISHERS WEEKLY
"The world has changed, our style of leadership has not," argues Covey (The Speed of Trust), CEO of the consulting company CoveyLink, in this spirited appeal for managers to shift from a "command and control" leadership approach to a "trust and inspire" one. "Command and control" leaders care about results, efficiency, "barking out the orders," and controlling people, Covey writes. "Trust and inspire" leaders, meanwhile, also value results, but they achieve them by inspiring their employees' creativity and developing their potential. Covey makes a strong case that "trust and inspire" leadership helps retain more employees, fosters their best work, and improves the company's finances. He also offers reflection questions to help leaders work through common obstacles to trusting and inspiring others, including fears of losing control, not getting results, and working with employees who seem untrustworthy. Covey acknowledges that these "leadership basics" aren't novel, but points out that though many leaders talk about inspiring and trusting, few actually do. Readers will appreciate his positive spin: "Anyone can be this kind of leader. Everyone needs this kind of leader." The result is a solid reminder that if leaders continue prioritizing "getting results" over building relationships, they'll do neither.
