1. How can you build it in a broken system?

2. TRUST More important than VISION? Yes! No matter how big a vision, the high cost of low trust will prevent you from attaining that vision profitably.

3. TRUST More important than STRATEGY? Yes! While high trust can‘t make a poor strategy succeed, the high cost of low trust will derail an otherwise impeccable strategy.

4. TRUST  More important than SYSTEMS and STRUCTURE? Yes! No degree of fixing or quality control can overcome the sabotage and cost tax of an organization where there is no trust.

5. TRUST  More important than SKILLS? Yes! No matter how skilled a group, the high cost of low trust will slow their ultimate success. Nothing repels talented people than like a high- control, low-trust workplace.

6.  People and organizations will only work with those they trust because trust decreases friction.

7.  Attracting and retaining talent and customers, closing sales, increasing value in financial markets, improving quality of production, raising response to marketing and advertising,

8.  Forging alliances and joint ventures, enhancing brand value and confidence, building enthusiasm of a culture.  High trust energizes people, and enlivens growth, momentum, and influence.

9. How We Define Trust Our definition of TRUST is simple: It is both character (who you are) and competence (your strengths and the results you produce).

10.  Trust is the enabling power of leadership influence. It is not soft, slow, risky, or easy. It is a measurable, definable component of all leadership success. It can be both taught and learned.

12.  Self trust: The key principle underlying this wave is credibility  Two questions:  Do I trust myself?  Am I someone others can trust?

13.  Self Trust: Building the 4 Cores of Credibility that make you believable, both to oneself and others.  The foundations of credibility  Leaders need to be able to inspire trust and confidence in others  Trust is built through credibility

14.  Four cores (foundations) of credibility….  Your integrity  Your intent  Your capabilities  Your results

15.  Core 1: Integrity (Are you congruent?)  Integrity includes honesty (telling the truth and leaving the right impression), congruence (walking your talk), humility, and the courage to do what is right

16.  The most massive violations of trust are violations of integrity  How to increase your integrity:  Make and keep commitments to yourself  Stand for something that is right  Be open

17.  Core 2: Intent (Have a good plan or purpose?)  Intent is about motive, agenda, and behavior  WHY-Motive is your reason for doing something. The motive that inspires the greatest trust is genuine caring

18.  Agenda grows out of motive.  WHAT-It’s what you intend to do or promote because of your motive. The agenda that generally inspires the greatest trust is the one that will benefit others

19.  Behavior is the action of motive and agenda.  HOW-The behavior that best creates credibility and inspires trust is acting in the best interest of others  When we believe that people are acting for our best interest we will trust them

20. How to improve intent: 1. Examine and refine your motives 2. Declare your intent-