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    10 Laws of Trust, Expanded Edition: Building the Bonds that make a Business Great
    10 Laws of Trust, Expanded Edition: Building the Bonds that make a Business Great
    10 Laws of Trust, Expanded Edition: Building the Bonds that make a Business Great
    Ebook184 pages2 hours

    10 Laws of Trust, Expanded Edition: Building the Bonds that make a Business Great

    By Joel Peterson

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    About this ebook

    JetBlue Chairman Joel Peterson provides the playbook for establishing and maintaining a culture of trust that breaks down the operational silos and CYA mentality that plague many organizations.

    Trust is the glue that holds an organization together. It turns deflection into transparency, suspicion into empowerment, and conflict into creativity. With it, a tiny company like John Deere grew into a worldwide leader. Without it, a giant corporation like Enron toppled.

    How does it feel to work for a firm where leaders and colleagues trust one another? Freed from micromanagement and rivalry, every employee contributes his or her best. Risk-taking and innovation become the norm. With compelling examples, JetBlue Chairman Joel Peterson details how to establish and maintain a culture of trust, including:

    • Start with integrity
    • Invest in respect
    • Empower everyone
    • Require accountability
    • Create a winning vision
    • Keep everyone informed
    • Budget in line with expectations
    • Embrace conflict
    • Forget “you” to become an effective leader

    This fully expanded edition includes a powerful self-assessment tool for organizations to evaluate their culture of trust and discover areas for improvement. Peterson has also added rich new case studies and chapters on the theme of betrayal, including how to manage and guard against it.

    With The 10 Laws of Trust Expanded Edition in hand, you’ll be able to plant the seeds of trust—and reap the rewards of reputation, profits, and success.

    LanguageEnglish
    PublisherThomas Nelson
    Release dateSep 17, 2019
    ISBN9781400216741
    10 Laws of Trust, Expanded Edition: Building the Bonds that make a Business Great
    Author

    Joel Peterson

    Joel Peterson is the chairman of JetBlue Airways and the founding partner of Peterson Partners, a Salt Lake City-based investment management firm. Joel is on the faculty at the Graduate School of Business at Stanford University and has been since 1992. After three careers, four decades of marriage and seven kids, and demanding roles as CFO, CEO, chairman, lead director, adjunct professor, founder, author, entrepreneur and investor, Joel is often sought as a mentor and coach by leaders and aspiring leaders.  

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    Reviews for 10 Laws of Trust, Expanded Edition

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    • 5/5
      Trust: one of the most important words in the tissue of a healthy society.
      Americans trust God as their main entity and guidance.
      In God We Trust there is written in dollars.

      But...What is trust?

      It's that feeling and condition able to give at a person a complete dignity and able to let express him/her all the best of qualities.

      Trust is important and crucial for great and healthy relationship in every sectors of life: family, friends, organizations and nations.

      Trust is the freedom to be who we want to be and to develop and to enrich our personal human experience at work, in the society, and in our family.

      Trust is important at every level and we don't just trust at little levels. We trust nations, we trust thinking better also...the world!

      I found truly interesting to read The 10 Laws of Trust: Building the Bonds That Make a Business Great by Joel Peterson with David A.Kaplan, published by AMACON BOOKS.
      cover84263-medium

      cover84263-medium

      In economy what means to give trust?
      To stop to control other people with too much pressure, ceding a measure of control to the other. This one is an important step because we decide of giving trust. At every level.

      There are risks implied but as the author remarks it's better to risk giving trust at work, than to live paradoxical, sad experiences in opposite case.

      Giving trust means also to enrich our diversified world to Peterson. Trust means earning it, repairing it, evaluating it.

      Joel Peterson says that trust is "The operative system of a life well lived."

      The more we trust, the more we are trusted.

      At work trust is crucial because it increases altruism, growth, and it is positive for everyone's benefit.

      Trust in general beat opportunism and selfish behavior because people are felt loved and appreciated at work.

      High trust leaders obtains much more successful results than not the low trust leaders, diffident ones.

      Groups created by low trust leaders will create selfish people and selfish groups, and these groups will suffer misery withing the ranks, affirms the Peterson in his book.
      A lack of trust means litigations.


      But so is there an answer?

      To give trust, because in opposite case there is just ruin. Being diffident in fact creates unpleasant conditions at work and people can think that they can't go proud of their workplace considering that they're not trusted sufficiently.

      Investing in trust, writes the author will create great and good fruits for sure.

      In a big organization giving trust means to give to a worker three important words: character, competence and authority.
      If we give importance to a person this person will work for us with more enthusiasm than if, in opposite case, abandoned at himself/herself.

      It will be certain a betrayal in opposite case because we would leave people as in an abandoned ship without captain.

      Mafia and low trust organization/relationships based more or less on the same factors: mafia means diffidence, danger, between the boss and the various affiliates, and same is in low trust organizations.

      While power is a big force for low trust organizations where the boss is arrogant in most cases, in high trust organization surely power is still important but there are also other values, much more humans able to help the engine of the structure to stay healthy says the author.

      The absence of trust is a certain betrayal and the first betrayal admit Peterson.

      Another important factor in a healthy organization is the personal integrity of the various bosses.
      It is important to have a good life, to live a good life and not just to be good people at work, but also outside for a leader.
      And to care and appreciate the various workers in various ways. It's important to follow what a boss says and does because from his conduct we can understand if it's possible to trust him. An anchor of the ABC during a scandal said: "People will forgive you for not being the leader you want to be but never for not being the leader you claim to be."

      Substantially it is true also this: that a boss will be in grade to influence the group and team of his workers with his example.
      If the example is poor...

      Then the Peterson starts to analyzes the various ten laws of trust.

      The first one, sync words with action.
      A leader should respect others and they should keep their words.

      The second law: invest in respect.
      It's important to respect every worker, remembering their birthdays, who they are, their names, their children, some anecdotes of their life. It's a sign of appreciation a modality for trying to understand if the worker is fine, if his life is OK, and a good way for create a contact and a connection.

      Law 3: empower others.

      Trusting means encouraging, empowering, giving satisfaction at work. High trust organization we speak of Google, we speak of big companies, able to treat their workers very well giving various bonus to their workers. I picked up FullContact. They pay an extra of 7500 dollars per year when a person goes in vacation at these conditions: you really must go somewhere, you must not check e-mails texts, or voice-messages.

      Why trust is so important? Because an organization without trust is without control and because without trust people must suffocate their creativity.
      Low-trust organizations are stressed like also their bosses because they must watch their back all the time for the fear that their workers could give their worst.

      In a relaxed environment where trust is an indispensable condition people are happy and joyous, surely creative, and surely they will be able to enrich much more the structure where they're working for.

      Trust, add the author means to plant a seed. A seed that needs to be nurtured with the time.

      Another big error committed in low-trust organization is giving trust just at the so-considered "capable subjects" leaving alone the rest of the people, in complete shadow.
      It's another big error this one affirms Peterson because of course this low-trust organization won't discover any new talent and talent of the workers not trusted will be lost.

      Law 4: Measure what you want to achieve

      Where, the seed of trust, can grow up healthy, without illness? Where there is no ambiguity.
      It's important if a person is a leader to give trust and to specify clearly what expecting from the various workers.

      Law 5: Create a common Dream

      It will be important to focusing in practical, big dreams because the team must feel that they're working for something.

      Law 6, crucial: Keeping everyone informed

      A great leader will communicate informations with the workers.
      In good and bad times. In low organization no one is clear. Workers says the author can't trust a leader if they don't tell them what it is going on.

      Law 7: Embrace respectful conflict

      In low- trust organization they're all stressed for trying to see how a conflict will be sorted out. In a healthy structure where trust given, the answer is different: not how, but thinking that abrasion, sometimes some creative abrasion as the author calls the conflict is the salt, heat and electricity of a workplace and it is indispensable.

      Look how these two points of view completely different.
      In the first case the person creates the conflict should return in the rank without any kind of possibility of dialogue or healthy confrontation. In the second case there is dialogue for trying to grow up together.


      Peter Drucker said once. "Whenever you see a successful business someone once made a courageous decision."

      Law 8: Show Humility

      Big organizations go on healthy because they treasure any individual. In this case the author suggests to take frames of special moment all together with the workers or other artworks for remembering moments. Important also to thank everyone, each one for the work well done.

      Law 9: strive for winning negotiation

      Law 10: Proceed with care.

      It was for sure great to read this book that I would want to suggest to everyone and not just at a niche of people for trying to understand the profound healthy mechanisms able to keep our world in a good state.
      A big organization didn't become successful and continue to be successful for case. Behind that success there is a healthy team, thanks to inspired bosses and that people will give all together all the best for their beloved workplace.

      Many thanks for sure to Netgalley for this book!

    Book preview

    10 Laws of Trust, Expanded Edition - Joel Peterson

    • INTRODUCTION •

    ILACK THE PARANOIA GENE . Despite the prescriptions in any number of manuals on management advice dating to Machiavelli, I’m naturally inclined to trust other people: I expect others to be trustworthy, and I’m predisposed to trust that people will do what they say they’ll do.

    My life is a testament to the power of trust—as board chairman, teacher, real estate entrepreneur, growth-capital investor, father of seven, and spouse of forty-six years. My parents trusted me; my wife believed I’d figure things out long before I actually did; my early partners granted me independence based on little more than instinct. These high-trust relationships changed my life and allowed me to achieve far more than my natural abilities would have predicted. And I’ve accomplished much more by trusting others than I’d ever have achieved through wariness.

    Indeed, I’ve learned that to trust means taking a leap of faith—a necessary part of giving over control to another. Through sad experience, I’m now better at selecting whom to trust and at insisting on establishing a culture in which trust can flourish. I’ve come to appreciate that it’s a dynamic process, with rules that must be maintained, with results that must be authenticated, and with breaches that may need repair. But I’m no Pollyanna: I recognize that one cannot eliminate the possibility of peril. Trust inescapably contemplates risk.

    So why trust? Because it works, most of the time. Not only do people accomplish more in a collaborative spirit when seeking win-win outcomes than when setting up the paraphernalia of paranoia, but they’re simply much happier when dealing in a world of harmony and cooperation.

    When it comes to building great companies, a leader’s job isn’t to make it to the top of the mountain alone. Instead, the task is to help others reach peaks they want to climb but might not be able to without the help of a leader. I’ve found that reaching for the highest summits typically leaves little time for mistrust—or exhaustive reliance on compliance manuals. Entrepreneurs may be criticized for having insufficient controls in place or trusting partners too readily. Maybe so in some instances. But the cost of the alternative can be much higher: Ever-present suspicion, double-riveted legal agreements, caution and caginess in interpersonal dealings—the touchstones of mistrust—can slow things down, drive away the most trustworthy people, and inhibit innovation. High-trust ventures, on the other hand, require team members like climbers attempting a technical ascent to be belayed, dependent on each other to reach the summit together. Experiencing that kind of trust is truly exhilarating.

    The goals of this book are to (1) examine what trust is, (2) present methods for harnessing it, and (3) consider how to restore trust or recover from its breach. After half a century of living a life devoted to leadership, I hope the 10 Laws of Trust that follow will help readers build organizations with higher trust, as well as become happier, more optimistic, and more successful themselves.

    WHEN TALKING WITH READERS after writing the first edition of this book, I discovered two things. First, most leaders remain blissfully ignorant of their team’s existing levels of (mis) trust. Second, few team members are strangers to betrayal; they have valid reasons for their mistrust. Within today’s remarkably polarized society, many have learned to mistrust news outlets, political leaders, and society’s most fundamental institutions (courts, banks, churches, and schools).

    The thesis of The 10 Laws of Trust is that leaders can consciously build a high-trust culture, and that a culture of high trust represents a powerful competitive advantage. But engineering high-trust cultures rests on knowing baseline trust levels of team members. And because virtually all will have experienced betrayal in some form at some time in their lives, it is, likewise, vital to know how to overcome the derivative wariness.

    The new material in this expanded edition is aimed at (1) assessing existing organizational trust levels, and (2) removing the stubborn residue of betrayal. Thus, I’ve added two items as appendices to this second edition:

    1A Diagnostic. This is a simple 10-question assessment tool to give leaders a measure of existing trust levels. Having helped thousands of leaders increase trust within—and across—teams, FranklinCovey has developed this survey as a starting point for assessing the degree of difficulty presented by the road to high trust.

    2Real-Life Cases of Betrayal. To my own personal experience with mutual betrayal, I’ve added two disguised business-school cases with questions that provide material for teams to discuss how to build or restore trust:

    ● Case 1: A bank’s violation of a customer’s trust.

    ● Case 2: A lawyer’s betrayal of a friend and client.

    These tales of suspicion, power, and greed might make one despair unless, without knowing how to survive them, one grows from them and avoids repeating them.

    This new material aims to provoke discussion that will empower readers to avoid betrayal and recover from it in their own organization and in the lives of team members. Other than my own story, the cases have been disguised. While the case facts are accurate, all names, locations, and other references are fictional.

    At a minimum, these tales of betrayal remind us that to trust necessarily means to take risks. But to decide not to trust is to take the greater risk that virtually ensures an unfulfilling life—to say nothing of depriving oneself of benefits that flow naturally from well-grounded, high-trust relationships.

    Because betrayal is the occasional offspring of trust, repairing (or surviving) betrayal is vital to regaining the confidence to once again offer one’s trust, whether confronting betrayal in the moment, overcoming its toxic effects when discovered after the fact, or reconciling oneself to permanent loss and alienation.

    Not all trust winds up in betrayal. Indeed, just the opposite is true: trust usually offers large and immediate dividends, both economic and emotional. But any discussion of trust must recognize that betrayal can happen. The new material in this expanded edition is especially for readers who’ve experienced betrayal—or who fear it so much, they resist taking trust’s requisite leap of faith.

    THE POWER OF TRUST

    IN BUSINESS, AS IN life, trust is elemental. We all cherish it. Most of us think we deserve it. Few of us think we violate it. But what exactly is it? At its core, trust means willingly ceding a measure of control to another—be it a person, an organization, or an institution—and without the apparent safety nets of a binding contract or other means of coercion in place. Although we trust with an expectation others will respond in kind, vulnerability is the psychological hallmark of trust. We’re taking a risk, sometimes based on limited evidence. Trust is a leap of faith rooted in optimism.

    We take trust for granted, not conscious of how it pervades relationships. Partners rely on partners; employers on employees; companies on each other; nations on other nations; families on other family members. And in a world in which the peer-to-peer economy is gaining ascendance—with individuals sharing cars, boats, and apartments—trust is all the more indispensable. Understanding the underpinnings of trust, therefore, is increasingly important as companies become more global, more competitive, and more diverse culturally and demographically. Each new thread of well-founded trust adds strength and richness to the complex tapestry of our interwoven economic and personal lives.

    But trust doesn’t just happen. It takes initiation, nurture, evaluation, and repair. Trust is earned. Trust builds over time, fostered not only by decency but also by enlightened self-interest, a recognition that trust works to everyone’s benefit. As a lubricant, trust accelerates decision making, results in agreements that are both durable and flexible, and makes life infinitely more pleasant. Trust creates a bond among an organization’s associates, customers, and suppliers, which in turn accelerates its ability to deliver on its promises to each group. But trust is neither an end unto itself nor merely a technique for achieving a desired outcome. Trust is the operating system for a life well lived.

    There is power in being trustworthy. In the economy of trust, what goes around comes around. The more we look out for others, the more they look out for us. The more we trust, the more we are trusted. When trust is the medium of exchange, people collaborate and altruism can grow again to everyone’s benefit.

    Evolutionary biologists David Sloan Wilson and E. O. Wilson propose a thought experiment for the relative power of selfishness versus generosity: Two groups are placed on separate islands with no way to communicate. On one island, it’s each person for himself. On the other, everybody works together to achieve broader goals. A few generations later you’ll find two very different societies: one in a state of constant, near-psychopathic conflict, the other successful and harmonious. Summarizing the essential argument for building trust, these scientists conclude: Selfishness beats altruism within groups. Altruistic groups beat selfish groups. Everything else is commentary.¹

    Put simply, high-trust (altruistic) organizations prevail over low-trust (selfish) organizations, and over time, high-trust leaders are more successful than low-trust leaders. Contrast the high trust levels of the legendary teams built by Alan Mulally at Boeing and then at Ford, with those at Enron, where temporary success ended in spectacular failure. Just as important, selfish (low-trust) groups, besides losing to altruistic (high-trust) groups, suffer misery within their ranks. One need only review Stanford University professor Bob Sutton’s bestseller The No Asshole Rule to see how untrusting workplace behaviors wound productivity and morale.

    Like air, trust is invisible, and when abundant, it is taken for granted. But again like air, when trust is in short supply, people must find ways to cope. When suspicions arise, people reach for legal documents, policy manuals, and other preemptive measures—the scar tissue of strained trust. Worse, when trust breaks down altogether, responses to the ensuing wreckage can vary from giving up altogether to grabbing power—from threatening to litigating.

    Make no mistake: Building and maintaining trust is hard work. Trust can be fragile. One bad actor can damage it. A single act of deceit can destroy a reputation for being trustworthy that was built over a lifetime. Be it in the boardroom or in statecraft or in literature—Hewlett-Packard or Julius Caesar or Othello—betrayal is poison. Bernie Madoff’s investment firm and Bernie Ebbers’s WorldCom will forever live in the annals of capitalist infamy. There’s a good reason why being called an Iago is among the worst stains on a reputation.

    But if you live in a world of suspicion or selfishness, you may not even be aware that you and your necessarily low-trust teammates are like runners on a relay team lugging around heavy oxygen tanks in order to cope with the short supply of trust. You may not notice that your attention has shifted from the potential of posting a winning time to avoiding the risk of finishing last. Your energy is spent securing a replacement for the air you’d enjoy naturally in a high-trust environment. You look past innovation, optimization, and mutual gain in order to obsess over threats, downsides, and coercion. You look out only for yourself. As a result, low trust begets even lower trust.

    The following 10 Laws of Trust lay out attitudes and behaviors you can count on to increase the odds that the flow of trust in your enterprise will not be interrupted. Their implementation will arrest the decline of trust and keep you from burning all of your energy to protect against low-trust behavior on the part of others.

    Scientists point out that a good theory is one that predicts outcomes, giving us a sense of causality. One should expect a correlation between certain behaviors and the development of predictable trust within a team. And while

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