Trust and Inspire

Trust and Inspire Plot Summary

Introduction

In today's rapidly evolving workplace, a profound leadership gap has emerged. While organizations face unprecedented challenges requiring innovation and agility, many leaders remain trapped in outdated command-and-control approaches that stifle the very creativity and commitment they need. This disconnect creates frustration on both sides—leaders wonder why their teams aren't more engaged, while team members feel micromanaged and underutilized. The result? Vast human potential remains untapped precisely when organizations need it most. The shift from controlling to inspiring represents the most significant leadership transformation of our time. When leaders trust and inspire rather than command and control, they unlock extraordinary capabilities within their teams. People bring their full selves to work, innovation flourishes, and organizations achieve results that once seemed impossible. This approach isn't just a nice-to-have—it's essential for success in our knowledge-based, purpose-driven world where the greatest competitive advantage lies in fully engaged human beings bringing their unique talents to solve complex problems.

Chapter 1: Embrace the Leadership Shift in a Changing World

The world has transformed dramatically through technological revolution, workforce diversity, and shifting expectations, yet many leadership approaches remain stubbornly rooted in industrial-age thinking. This fundamental disconnect creates a leadership crisis where intent and style clash, leaving both leaders and their teams frustrated. The traditional Command & Control leadership that served us through the industrial age has become dangerously outdated in today's knowledge economy. Microsoft's remarkable transformation under Satya Nadella demonstrates the power of embracing this leadership shift. When Nadella became CEO in 2014, Microsoft was struggling with internal competition, declining relevance, and a toxic culture where innovation had stalled. Rather than imposing stricter controls, Nadella shifted the entire organization toward trust and inspiration. He began by modeling vulnerability, openly acknowledging Microsoft's challenges and admitting when he didn't have all the answers. He extended trust to his teams, encouraging experimentation and learning from failure rather than punishing it. Perhaps most importantly, he inspired the organization by connecting their work to meaningful purpose, articulating a vision of Microsoft as an empowerment company helping others achieve more. The results were extraordinary—Microsoft's market value grew from $300 billion to over $2 trillion, making it one of the most valuable companies in the world. Employee approval of Nadella reached 92 percent—remarkable for a company of more than 100,000 employees. By shifting from command to trust, Nadella unleashed innovation and commitment that transformed Microsoft's trajectory. This transformation begins with recognizing a simple truth: people have greatness inside them. When leaders see their job as unleashing potential rather than controlling behavior, everything changes. The question shifts from "How do I get people to do what I want?" to "How do I create conditions where people's natural creativity, commitment, and talent can flourish?" This perspective transforms every aspect of leadership—from how we communicate and make decisions to how we structure work and measure success. To embrace this shift in your own leadership, start by examining your fundamental beliefs about people. Do you see them primarily as problems to be managed or as potential to be developed? Do you believe most people want to contribute and grow, or that they need constant supervision? Your honest answers will reveal whether you're operating from a Command & Control or Trust & Inspire mindset. Then, identify one area where you could extend more trust to your team—perhaps involving them in decisions that affect their work or giving them more autonomy in how they achieve results. Remember that this shift doesn't happen overnight. It requires consistent modeling of new behaviors and the courage to trust even when outcomes are uncertain. As Nelson Mandela wisely noted, "One of the things I learned when I was negotiating was that until I changed myself, I could not change others." The leadership revolution begins with you.

Chapter 2: Model the Way Through Authentic Behavior

Modeling forms the foundation of Trust & Inspire leadership. It's about who you are—your credibility and moral authority—not just what you say or do. When who you are speaks louder than what you say, people respond. They close their ears to advice but open their eyes to example. As leadership expert Frances Hesselbein noted, "Leadership is a matter of how to be, not how to do." Cheryl Bachelder's transformation of Popeyes Louisiana Kitchen exemplifies the power of modeling. When she became CEO, the company was in dire straits—sales were down, profits had fallen to dangerously low levels, and the stock price had plummeted from $34 to $11 per share. The relationship between the company and its franchisees was, in her words, "on the rocks." Walking into what she called "a burning building," Cheryl knew her first priority was establishing trust through modeling the behavior she wanted throughout the organization. In her first thirty days, Cheryl demonstrated humility, courage, and vulnerability by embarking on a listening tour. She met with franchise owners, restaurant managers, and customers, allowing them to tell her what was wrong. Rather than making excuses, she acknowledged the issues and committed to fixing them. She modeled authenticity by telling Wall Street exactly what she had told her board: that her franchisees, not shareholders, were her first priority—a courageous statement for a CEO to make to investors. The results were transformative. Under Cheryl's leadership, unit sales grew by 45 percent, restaurant profitability doubled, market share nearly doubled from 14 to 27 percent, and the stock price soared from $11 to $79. More than six hundred new restaurants opened around the globe. By modeling humility, courage, authenticity, vulnerability, empathy, and performance, Cheryl created a culture where others did the same. To become a model worth following, focus on pairing seemingly opposite virtues: humility with courage, authenticity with vulnerability, and empathy with performance. Humility acknowledges that you don't have all the answers, while courage means taking bold action despite uncertainty. Authenticity means being true to your values, while vulnerability means admitting mistakes and limitations. Empathy means truly understanding others' perspectives, while performance means delivering results that matter. Start by identifying specific behaviors you want to see in your organization, then rigorously practice them yourself. Create accountability mechanisms to ensure your actions match your words. Remember that your influence flows from your example more than your position, and people are constantly watching to see if you live what you espouse. As Gandhi famously said, "Be the change you wish to see in the world."

Chapter 3: Extend Smart Trust to Unlock Potential

Trust is the foundation upon which inspiration is built. While most leaders focus on being trustworthy, the real challenge is extending trust to others. This distinction is crucial: it is possible to have two trustworthy people working together and to have no trust between them if neither person is willing to extend trust to the other. John Walsh, a partner at the real estate development firm Trammell Crow Company, demonstrated this principle perfectly. After thirteen different partners had rejected a young Stephen M. R. Covey fresh out of college, John took a chance on him, saying, "I like Stephen. He's raw, but I believe in him. I think he can do something here. I see his potential. I'm going to take a chance on him. I want him on my team." This extension of trust did something extraordinary—it inspired Stephen to work harder than ever before to prove that trust justified. Similarly, Eric Yuan, founder and CEO of Zoom Video Communications, built his company on a foundation of trust. Yuan maintains that trust is his "primary weapon" for entrepreneurial success, stating, "Without trust, we have no speed. With trust, we move fast. That's why trust is everything." This philosophy has earned him an almost-unheard-of 99 percent approval rating from his employees and recognition as the #1 CEO in the nation to work for according to Glassdoor. To extend smart trust effectively, start by clarifying expectations. Be specific about desired results, guidelines, and available resources. Then practice accountability—first by holding yourself accountable, then by holding others accountable through a mutually agreed-upon process. Remember that trust and accountability are not mutually exclusive; they go hand in hand. The most trusted leaders maintain high standards while giving people room to achieve those standards in their own way. Consider the context and the individuals involved when extending trust. Smart trust means matching the level of trust to the situation—not extending blind trust in every circumstance, but thoughtfully considering both risk and potential return. In most cases, the risk of not trusting is actually greater than the risk of trusting, as it leads to disengagement, reduced innovation, and lost opportunities. The impact of extending trust is profound. People rise to the occasion and perform better, they develop new capabilities, and they reciprocate by returning trust to you and extending it to others. As Carl Freudenberg wisely noted, "I prefer to give my trust a hundred times and risk being disappointed two or three times than to live perpetually in an atmosphere of distrust."

Chapter 4: Connect with Purpose to Ignite Inspiration

People don't just want to be managed; they want to be inspired. Research from Zenger Folkman showed that the ability to "inspire to high performance" was the most powerful predictor of being seen as an extraordinary leader. Moreover, when direct reports were asked to rank the competencies they most wanted in their leader, the ability to inspire came in first by a strong margin. The key to inspiring others lies in connection—specifically, connecting with people and connecting to purpose. Satya Nadella's transformation of Microsoft exemplifies this principle. When he became CEO in 2014, Microsoft was fading toward irrelevance. The culture was toxic, innovation had stalled, and top talent was leaving. Nadella immediately focused on connecting with people and connecting to purpose. He modeled humility, listening, and empathy, stating, "My approach is to lead with a sense of purpose." He inspired his team by helping them find meaning in their work, saying, "I truly believe that each of us must find meaning in our work. The best work happens when you know that it's not just work, but something that will improve people's lives." Under Nadella's leadership, Microsoft's culture transformed from one of internal competition to collaborative innovation. He created psychological safety where people could take risks and learn from failure. He connected Microsoft's work to the larger purpose of empowering every person and organization on the planet to achieve more. This connection to purpose ignited passion and creativity throughout the organization, leading to breakthrough innovations and extraordinary business results. To inspire others through connection, start with yourself. Ask: What matters to me? Who matters to me? What makes me want to get up in the morning? Clarifying your own purpose creates authenticity that others can sense. Then connect with others at three levels: self, relationships, and team. At the self level, see people as whole human beings with unique talents and aspirations. At the relationship level, demonstrate genuine care through empathy and compassion. At the team level, create a sense of belonging and inclusion where everyone feels valued. Finally, help people connect to purpose by finding meaning in their work. Show how their contributions impact others, share stories of positive outcomes, and create opportunities for direct connection with those who benefit from their work. Remember that any kind of work can become meaningful when connected to a larger purpose. As Oprah Winfrey observed, "We're all called. If you're here breathing, you have a contribution to make to our human community."

Chapter 5: Create Stewardship Agreements for Clarity and Growth

A stewardship agreement is a powerful tool that operationalizes Trust & Inspire leadership. It's a mutual understanding between two people or groups who need to work together to accomplish a common goal. The purpose is to get results in a way that grows people. The concept is beautifully illustrated in the "green and clean" story where Stephen M. R. Covey's father entrusted his seven-year-old son with taking care of the family yard. The father clearly defined the desired results ("green and clean"), provided guidelines (do it any way you want, but don't paint the grass green), offered resources (his help if asked and if he had time), established accountability (walking around the yard together once a week), and discussed consequences (pride in contribution, growth, development, and more responsibility). A dental billing company called eAssist implemented stewardship agreements inspired by this story. They adopted the phrase "walk the yard" to refer to their mutual accountability sessions. Instead of something to be feared, these sessions became positive opportunities to evaluate progress together. The key was that the agreement governed—there was no guessing about expectations or accountability. An effective stewardship agreement includes five elements: desired results (what we want to accomplish and why), guidelines (within what boundaries), resources (what we have to work with), accountability (how we'll know how we're doing), and consequences (implications of achieving or not achieving the desired results). This structure creates clarity that empowers people to take ownership while ensuring alignment with organizational goals. To implement stewardship agreements in your organization, start with a conversation about expectations. Involve the other person in defining what success looks like and how it will be measured. Be clear about available resources and any constraints or guidelines that must be followed. Establish a regular process for reviewing progress together—not as a way to catch mistakes but as an opportunity to learn and adjust. Finally, discuss both positive and negative consequences in advance, so there are no surprises. Remember that stewardship agreements don't need to be formal documents. They can be as simple as a mutual understanding, like "green and clean." What matters is that expectations are clear and mutually agreed upon, and that accountability is built in from the start. This approach works in any context—from corporate teams to family relationships. As Peter Drucker noted, "The need to manage oneself is creating a revolution in human affairs... It requires new tools and far-reaching changes in traditional thinking and practices."

Chapter 6: Overcome Barriers to Trust-Based Leadership

Many leaders intellectually understand the value of Trust & Inspire leadership but struggle to implement it in practice. They worry that it might be perceived as weak, that they'll lose control, or that standards will slip. These concerns are understandable but misplaced. Trust & Inspire leadership is not weak—in fact, it requires tremendous strength. It takes far more courage to listen to and implement feedback than to feel challenged by those with new ideas. It takes far more strength to acknowledge the strengths of others that may exceed your own. The success of Command & Control leaders is limited by their own strengths, while Trust & Inspire leaders' success is virtually limitless, magnified by the strengths of an inspired team. Andy Pearson, who ran PepsiCo from 1971 to 1985, exemplified the limitations of Command & Control leadership. Using fear and a fanatical devotion to numbers, he drove revenues from $1.1 billion to nearly $8 billion. However, his approach was described as "brutally abrasive," and Fortune named him one of the ten toughest bosses in the United States. While he achieved impressive short-term results, his leadership style created a culture of fear that ultimately limited the organization's potential. If asked about his leadership, employees might have said, "He motivates, but he doesn't inspire." Contrary to common misconception, Trust & Inspire leadership doesn't mean giving up control. In reality, there is more control in a strong, principled Trust & Inspire culture than is ever possible in a rules-based, Command & Control culture. When people feel trusted, their engagement and self-accountability increases. As educator Karl Maeser said about the power of honor over physical constraints: "Place me behind prison walls—walls of stone ever so high, ever so thick, reaching ever so far into the ground—there is a possibility that in some way or another I may escape; but stand me on the floor and draw a chalk line around me and have me give my word of honor never to cross it. Can I get out of the circle? No. Never! I'd die first!" To overcome barriers to Trust & Inspire leadership, start by examining your fundamental beliefs about people. Do you believe people have greatness inside them? Do you see people as whole people? Do you believe there is enough for everyone? Do you view leadership as stewardship? Your answers will reveal whether your mindset supports or hinders Trust & Inspire leadership. Next, identify specific behaviors you can change immediately. Perhaps you can involve your team more in decision-making, provide greater autonomy in how work is accomplished, or focus more on developing people's capabilities. Start small, observe the results, and build from there. Remember that Trust & Inspire is not just a better way to lead—it's the only sustainable way to lead in our changing world.

Chapter 7: Become a Transition Figure in Any Context

Trust & Inspire leadership isn't limited to corporate settings—it applies to any context where you interact with others, including parenting, teaching, coaching, and community leadership. The principles remain the same: see the greatness in others, model the behavior you want to see, extend appropriate trust, and inspire through meaningful connection. Jonathan Horton's parents demonstrated this approach when he was just three years old. After finding him at the top of a tall pole in a store, they recognized both the risk and the potential in his behavior. Rather than simply scolding him, they saw his natural talent and enrolled him in gymnastics. With discipline, structure, and belief in his capabilities, Jonathan eventually became a two-time Olympic gymnast. His parents saw his potential for greatness and helped him develop and unleash it. Principal Muriel Summers transformed A.B. Combs Elementary School by believing in the leader inside every student. When she became principal, the school was struggling academically and at risk of being shut down. Rather than imposing stricter controls, she implemented leadership principles throughout the curriculum, trusting both teachers and students to embrace these concepts. She saw greatness in every child and created a culture where they could develop and express that greatness. The results were remarkable. A.B. Combs went from struggling to being named the number one magnet school in America—twice. Test scores improved dramatically, discipline problems decreased, and parent involvement increased. The school's approach became "The Leader in Me" program, now adopted by thousands of schools worldwide. By seeing potential where others saw problems, Muriel became a transition figure who changed the trajectory of countless young lives. To become a transition figure in your context, start by seeing the greatness in others—especially those who may be struggling or difficult. Look beyond current behavior to potential. Then, communicate your belief in them explicitly. The four most powerful words in leadership are "I believe in you." Next, create opportunities for growth by extending appropriate trust and providing necessary support. Finally, connect people to purpose by helping them see how their unique contributions matter. This approach works whether you're a parent helping a child develop confidence, a teacher nurturing students' talents, a coach building a team, or a community leader addressing local challenges. In each case, you become what Victor Hugo in Les Misérables portrayed through the character of Bishop Myriel: a transition figure who changes the trajectory of someone else's life. Remember that becoming a transition figure doesn't require a formal position or title. It simply requires the willingness to see greatness in others and the commitment to help them develop it. As you do this consistently, you create ripples of positive influence that extend far beyond your immediate circle.

Summary

The essence of Trust & Inspire leadership is captured beautifully in the story of Erik Weihenmayer, who in 2001 became the first blind person to summit Mount Everest. Erik's achievement wasn't a solo endeavor but the result of a remarkable team united by trust and inspired by a meaningful purpose. Team leader Pasquale Scaturro saw greatness in Erik where others saw limitation. The team built deep trust through rigorous preparation and open communication. When faced with challenges, their shared commitment carried them forward. All nineteen team members reached the summit, making it one of the most successful Everest expeditions ever. Today, commit to becoming the kind of leader who sees greatness in others, extends smart trust, and inspires through meaningful connection. Start by identifying one person in your life—a team member, a child, a student—to whom you can extend trust. See their potential, communicate it to them, develop it, and then unleash it. As Erik Weihenmayer said, "What's within you is stronger than what's in your way... I think everybody has a yearning for greatness inside of them." By unleashing that greatness in others, you not only transform their lives but also create a ripple effect that can change your organization, your community, and ultimately, our world.

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Stephen M.R. Covey

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