Speaker 1: This is the Rebel HR podcast, the podcast about all
things innovation in the people's space.
I'm Kyle Rode.
Let's start the show.
Welcome back, Rebel HR community.
We have an honored guest with us today, so so excited.
With us we have Stephen M R Covey.
He is the author of Trust and Inspire and the Speed of Trust.
He has been an influencer in our space for years and I am so
thrilled and honored to have him with us.
Thank you, Stephen, for joining us today.
Speaker 2: You are welcome, Kyle .
I'm equally thrilled and honored to be with you for this
podcast.
Speaker 1: I'm equally thrilled and honored to be with you for
this podcast.
Well, thank you so much.
And before we hit record, I was totally fanboying over here.
I mean, it's like full circle that we've got the Stephen M R
Covey on the podcast, considering the fact that one of
the motivating pieces of content and literature was the
speed of trust that motivated me to start the podcast here so
many years ago.
So, Stephen, thank you so much for spending some time with us
today.
Speaker 2: You're welcome.
I was thrilled when you shared that story with me.
This is one of the motivators to get going on this podcast and
I'm really humbled by that and excited.
Speaker 1: Well, yeah, I really, really appreciate your time and
appreciate all of the content and thought-provoking work that
you've done here over the years and that your organization,
franklin Covey, has done over the years with training courses
and books.
There's so much great content in the library there.
It's just, it's been amazing.
So, with that being said, today we're going to be talking all
about trusting and inspiring, and the book that is available
now is Trust and Inspire how Truly Great Leaders Unleash
Greatness in Others.
My first question to you is what motivated you to write a
book labeled Trust and Inspire?
Speaker 2: Yeah, two key things.
First, just seeing how everything, all these new forces
of change, have just hit all at once.
The nature of work is far more collaborative and interdependent
than ever before.
Technology is changing everything, with disruption and
the pace of change and the amount of change.
But also the nature of the workplace is changing, with
suddenly remote work, hybrid work, intentionally flexible
work, all these new options.
And then the nature of the workforce has changed, where we
have these younger generations, you know, gen Z, the upcoming
alpha generation with completely different expectations of how
they want to be engaged and led.
And then even the nature of choice has changed, where we've
gone from maybe what we might call multiple choice to infinite
choice, where people have options in a way that they
didn't have before, where I can live here, work there.
All these forces of change.
It's really a new world of work , and a new world of work
requires a new way to lead, to continue to lead in the old way,
the old model of leadership.
In a new world it's not going to be relevant.
I like how you know the paraphrase, marshall Goldsmith
not going to be relevant.
I like how you know the paraphrase, marshall Goldsmith
what got us here won't get us there, and the style of
leadership that maybe got us to where we are today is not the
style of leadership that's going to be needed to take us to
where we need to go tomorrow and in this new world of work.
And so we need a new way to lead in a new world of work, and the
new way, you know, I call trust and inspire, in contrast to the
old way, which, for simplicity's sake, I called
command and control that we've gotten better at through the
years and more, more sophisticated, more advanced,
more enlightened version of command and control, but still
command and control and versus that, trust and inspire, so that
all these forces have changed being.
You know, driving around us is one of the key reasons that
we've got to have a new way to lead in a new world at work.
But here's the second one.
It's just looking at how, almost if you, if you go around
and ask HR professionals anywhere this question, how many
of you believe that the vast majority of the workforce inside
of your organization has far more creativity, ingenuity,
capacity, knowledge, insight, wisdom than their current job
requires or even allows them to contribute?
Almost everyone would raise their hand and say mine does
People have a lot more to give right, then we're able to give.
And then the second question, the follow-on, is and how many
are under intense and growing pressure to achieve more with
less?
And almost all of us would raise our hands to that.
And so I kind of you know what's wrong with this picture.
We have to do more with less, and yet people have far more to
give than they're able to give.
That to me, is a failure of leadership that we're not
leading in a way that is unleashing the potential, the
greatness, the talent that's inside of people, and and we've
got to find a better way to lead than the way we've been leading
.
And again, I'm calling that trust and inspire.
So that's more the emotional connection.
The first one's more the intellectual.
You know, a new way of a new world of work requires a new way
to lead.
But the second is kind of just saying people have so much more
inside of them that we're not unleashing.
You know, in service of the organization, our mission and
our, our clients and our culture .
We've got to tap into that.
Speaker 1: We've got to lead in a better way, absolutely, and
you know, I couldn't have said it better myself.
There's a reason we labeled this thing rebel human resources
, and that's because we believe that there is change, some
positive disruption for the better, that that needs to occur
.
Um, it, it's.
And and I I think it's really fascinating the way you open the
book.
You talk about the, the old paradigm of leadership, this
command and control, and I literally remember when I
started early in my career, we were literally using those terms
as it relates to what we defined as leadership was you
need to make sure you are commanding and controlling, and
it was a manufacturing environment.
We had all the buzzwords, all the lean manufacturing buzzwords
, but we literally use those words.
So when I flipped through the book, I'm like, oh yeah, this is
, this is hitting home for me, but but it's a little bit.
It's a little bit thought provoking and and I love what
you just said about the, the aspect of, of the emotional
aspect here, where, where we know that people have more
creativity, they have more to give, we know that people have
more creativity, they have more to give, but we aren't allowing
that right, or the environment's not allowing that, or there's
something missing that's allowing people to truly connect
with that higher purpose that they have.
And one of the things that I love about your writing and it's
the same in the Speed of Trust is you do a really nice job of
putting this into models.
I'm a picture guy, so I love the.
There's some diagrams, there's some pictures, there's some
tools within the book that helps us kind of break this down into
something that's actually actionable.
One of those tools is what you've described as the three
stewardships of a trust and inspire leader, and I really
like that framework as we start to think about how we define a
trust and inspire leader.
So can you walk us through those three stewardships and how
we should be thinking about that in human resources?
Speaker 2: Yeah, absolutely.
And first of all, let me begin by talking about the word
stewardship.
That's really part of the paradigm shift that we need for
the kind of leadership needed today.
That leadership is stewardship.
It's about responsibility, not rights, influence, not position.
Leadership is a choice, not a position, and these are inherent
responsibilities, implicit in being a leader.
So just the very idea of a stewardship versus three
leadership rights.
Now, these are three leadership stewardships, responsibilities
that we have A job with, a trust .
There's three of them and they're simple, they're just not
easy, and I think people them.
And they're simple, they're just not easy, and I think
people, when they hear them, they say yes, of course, but
sometimes our style can get in the way of our intent.
And so here's what they are First, modeling.
Second, trusting and third, inspiring.
So we have a stewardship to model, to model the behavior
that we would like to see to go.
First.
We have a stewardship.
Second, to trust and to extend that trust, to give the trust,
to be trusting of people so we unleash their potential and
their greatness.
And then, third, we have a stewardship, a responsibility,
to inspire those around us, those who are leading to model,
to trust, to inspire.
Modeling is who we are.
Trusting is how we lead, and inspiring is connecting to why
it matters, and so those stewardships kind of comprise
this new way of leading, this trust and inspire approach to
leadership.
I just didn't call it model, trust and inspire.
I called it trust and inspire for simplicity and also to be to
be in contrast to command and control.
You know, command and control, trust and inspire.
But there's really three elements of it we model, we
trust and we inspire.
And that kind of leadership is what's going to bring out the
potential, the greatness, the talent that's inside of people
and really create the kind of culture, a high-trust culture,
where people do feel inspired.
And there's a whole other level of both productivity that
people have inside of them when they feel inspired, as well as
creativity, an innovation that can come out of them, but also
greater well-being, greater energy, greater joy.
It's just so much.
There's so much more that we can tap into inside of people
and that they want to have for their wellbeing, their energy,
their joy that they would like to have as part of the culture
that will keep them with us, because they feel like we are
seeking their best interests and we are unleashing with their
capacity, and they love that.
They want to be trusted, they want to be inspired.
So we model, we trust, we inspire.
If I could give just a brief illustration of a great leader
who did this, I think of Cheryl Batchelder at Popeyes.
When she became the CEO of Popeyes, she walks in they'd had
four CEOs in the prior seven years Popeyes, the fast food
franchise and she comes in a completely different kind of
leader and the kind of leadership they'd had prior
where they'd really there was almost a breakdown between the
relationship of the franchisees with the home office.
There was low trust.
They not only didn't trust each other, they didn't really like
each other.
And she comes in and just models the kind of behavior that
she would like to see, that they would like to see, with
humility, balanced with courage, but also with empathy, with
listening and understanding.
She'd go into any conversation to try to understand first the
perspective of the franchisees and everyone that she came in
contact with, but then also modeling around delivering
results, performing, delivering what they were looking for.
And so she modeled and people liked that.
They felt heard, they felt understood, they felt valued.
But then she trusted and she actually had people on her team
that said you can't trust them.
She says if we can't trust them , who can we trust?
You know, they're our partners.
And so she led out with that extension of trust.
She was trusting of her franchisees, of her partners, of
all the people that she worked with.
She went first in trusting others and then she inspired.
How did she inspire?
By connecting with people through a sense of caring,
genuine caring, deep caring, and a sense of belonging that we
belong to something we're part of.
This Part of our identity is tied to this a real connection
with people through a sense of caring and belonging, but also
connected people to purpose, to meaning and to contribution.
Long story made short, she began to really create a
different experience, internally , with their own people.
Externally, in the marketplace with customers and partners.
They began to win in the workplace with their own people,
which helped them win in the marketplace with customers and
partners.
And they began to unleash the greatness of their organization
by first unleashing the greatness of her people.
She modeled, she trusted, she inspired.
Unleashing the greatness of her people, she modeled, she
trusted, she inspired.
And, among other things, they went from a 14% market share to
27%.
They went from a stock price of $11 a share to $79.
Again, these economic, these financial wins that I believe
came about because they first unleashed the greatness of her
people, of the culture that was inside of everyone.
She modeled, she trusted, she inspired.
In a very similar way, satya Nadella did the same thing at
Microsoft unleashing the greatness of that organization
by first unleashing the greatness of the people by
modeling, by trusting, by inspiring, by implementing these
three stewardships, by carrying them out.
And it's really remarkable that this unleashes the potential,
the talent, the greatness that's inside of people to have a
leader that models, that trusts, that inspires, versus a leader
that kind of waits on everybody else and that tries to command
and control their way, you know, through position and the like,
and waiting on everybody else and then just directing and
requiring or enforcing and trying to just motivate only
instead of inspire.
You know, relying on reward systems only nothing wrong with
reward systems, that's motivation.
But we want to move to inspiration, where it's internal
, intrinsic inside of people, to light that fire within.
So, and I describe it, those are the three stewardships you
model, you trust, you inspire.
Speaker 1: Well, just for our listeners, just so you know, I
literally had a question about motivation versus inspiration
and Stephen is like reading my mind, but I think, first of all,
two great examples of leaders that have trusted and inspired.
I tend to agree with you where these financial wins and the
stock price wins and all these things, these headlines of these
wonderful companies, that you know that that's a tail effect,
right Like that's a, that's a ripple effect from from, uh,
effective people practices.
Uh, at least that's been my experience in my career, so I
tend to agree with that.
Um, I, I do want to, I want, I want to circle back to your
comments on motivation versus inspiration and I in the context
of human resources.
So often we get caught into this trap of thinking about
inspiring others to do things in the context of things like
rewards systems or incentive systems and motivation systems.
Uh, so often I think we miss the boat on the bigger picture,
which is that that, yes, rewards and compensation and benefits
and all these things are are important, but they're not the
reason that people uh give extra discretionary efforts, not
necessarily the reason that people will go above and beyond
or or make wonderful things or have great innovation.
So can you walk us through that , that difference, the nuance
between motivating somebody to do something and actually
inspiring somebody to do something?
Speaker 2: Yeah, fabulous, kyle.
I'm glad that we're going deeper in this, because I think
this distinction is really important and I think it's part
of the whole rebel HR mindset of seeking the breakthrough.
And the way to think about it is less good and bad and either
or, but more and and then going beyond.
So look at it this way Motivation is external, it's
extrinsic, it's outside of us, and so we're trying to move
people to do something.
So it tends to be kind of reward systems and heavy carrot
and stick.
Motivation is the traditional command and control.
So you want to.
You know, does that work?
Do reward systems work?
Sure, they motivate people, they move people to want to get
more rewards, but the only problem is that we have to keep
well, two problems.
First, we have to keep providing more external stimuli,
more carrots, more sticks, to keep moving people, because we
have to move them.
Through this approach and what's inside of people to begin with,
that goes beyond being moved to do it, but rather that people
choose to do it.
They feel compelled because it's in them.
You're tapping into something greater, which is where
inspiration will take you.
So inspire, by contrast to being external, inspire and
inspiration is internal, it's intrinsic, it's already inside
of people.
What we're trying to do is light the fire that's within.
That fire, once lit, can burn on for months, if not years,
without the need for constant new external stimuli, and it can
take you to completely different places that motivation
will never fully reach, where people feel inspired to bring
forth their best effort, their best work, their best thinking
and creativity.
They choose to give it, they volunteer it, and the fire is
lit.
And you know the Latin phrase for inspire is inspirare, which
means to breathe life into.
So you say trust, and inspire breathes life into relationships
, into teams, into cultures, whereas command and control
often tends to suck the life out of.
So I'm not against reward systems, we need that, we need
motivation.
I'm just saying it's incomplete .
We can have that and then go beyond it into inspiration,
where people are inspired by purpose and by meaning, by
contribution and by a sense of identity and belonging and a
real sense of caring which moves them to a whole new place
altogether.
And so it's not either, or it's , and it's a little bit.
Maslow's hierarchy of needs and motivation can take you so far
up the hierarchy.
But really, what will move people not only into
self-actualization, but even where Maslow later amended his
hierarchy of needs and added self-transcendence, which is
contribution purpose.
That's where inspiration will take you, and I'll just cite one
study.
This is a study from Bain and company, the consultants, that
shows that employees who are inspired are 125% more
productive than merely satisfied employees and we might expect
that because satisfaction is not the highest bar.
So 125% more productive than merely satisfied employees, but
listen to this.
And they're even 56% more productive than fully engaged
employees, which is where we've been focused on.
And motivation can move you towards engagement, and I'm
saying that the highest manifestation of engagement, the
highest form of engagement, is to be inspired.
So even something beyond that, where there's another level of
productivity, another level of creativity and innovation and
I'm going to come back to the value to the employee another
level of wellbeing, another level of well-being of thriving.
Microsoft is measuring thriving , you know, not just engagement,
but the employee thriving to be inspired, and others are
measuring you being inspired, and so that's the idea is, is,
is not either or it's and, but it's, it's.
It's a sense of, of, of completing, of what's possible
inside of people.
That includes motivation, but goes so much beyond, and that's
what people today people, I like to say people don't want to be
managed.
People do want to be led and they want to be trusted.
They want to be inspired.
They want to have that life breathed into and they want to
have their, their fire lit.
That you candle can light another candle, but an unlit
candle can't light another candle.
So to inspire others we first need to become inspired
ourselves.
That's all part of the stewardship.
We have to inspire others.
Let's model the response first inspire others.
Speaker 1: Let's model this first.
I love that.
I love that HR be the candle.
Don't be the snuffer, go first.
Absolutely, I love it.
Side note it's so funny you mentioned Maslow's hierarchy of
needs because literally a couple of weeks ago we just debunked
the myth that there's five, there's actually eight, and like
we had a whole paradigm shift on the Maslow's hierarchy.
And so now all of us HR professionals we're questioning
who we are at the core of ourselves, because now this
chart's different than we thought.
But I think you know there's so much, you know amazing content
in there and I think it's really important for us to remember
that this is an and equation right, and it is so much about
trust.
To circle back with where we started this conversation, it's
funny that we're talking about the changing workplace and the
different generations and a little bit of a shift in
workplace and workspace, but the reality is, all of these
principles matter as much, if not more, in the new world of
work, and I think so much and there's so much kind know, kind
of noise and headlines around.
Well, how do we, how do we manage this new world of work?
Uh, what it sounds like to me is this is how we manage it
right and, as opposed to thinking about it as managing
it's, it's about how we lead and how we, how we get other people
to to be inspired, as opposed to trying to force them to do
something, um and so so I'm curious, because I guarantee you
that there's people listening to this podcast that are like,
you know, this sounds great and, yeah, we understand that trust
is important, but you know we're giving up a lot of power by
leading like this.
So what do you say to people who are, who are worried about
this, like this shift, or shift away from, like having this
control into what what some might say is a little bit more,
more open-ended, or or you know, the uh, the comment that you
made earlier was, well, we can't trust them, right?
Um, so so how do we?
How do we shift our thinking and what?
What's your response to people who are maybe kind of thinking
that or have that as a response?
Speaker 2: Well similar.
Like we were talking about motivation and inspiration and
the and approach.
You know the third alternative that great inspiration will
include motivation as well as a base.
See the same thing for this kind of leadership that in a
sense, in a sense, the opposite of command and control is not
trust and inspire, I just put it this way.
The opposite of command and control I would call abdicate
and abandon.
You know, where there's no leadership there, no
expectations, no accountability, no direction, no vision, where?
So if command and control is excessively hands-on you you
know, excessively hands-on, so I'm micromanaging abdicate and
abandon is excessively hands-off no leadership, no expectations,
no accountability, and that's not going to work, no more than
excessive micromanagement is going to work very well in a new
world.
So trust and inspire is really a third alternative.
It's hand in hand, we're doing this with each other and we're
building the agreement together around the results that we're
seeking.
So I'm going to argue there's actually more control in a trust
and inspire culture than there is even in a command and control
culture.
Because in a trust and inspire culture than there is even in a
command and control culture, because in a command and control
culture the control comes through the micromanagement, the
hovering over and through rules .
In a trust and inspire culture, the control comes through the
culture itself and through the relationship and through the
agreement that you build together with expectations and
with accountability.
So you build the agreement around the trust that you're
extending and giving and then the agreement governs.
You don't have to hover over and micromanage people, but you
haven't lost control because you built an agreement and people
report on how they're doing against the agreement you built
together.
But you don't dictate the agreement to the MC.
A command and control leader will just dictate the agreement,
say here's how we'll judge you and here's how I'll see how
you're doing, and they dictate it.
A trust and inspire leader builds it with them and there's
far more buy-in to it because there's more involvement,
there's more commitment to it, there's more buy-in to achieve
it better.
And I'm going to argue there's more control in this agreement
that you've built together and people evaluate themselves
against the agreement.
They report back to you on how they're doing.
It looks and feels different and yet there's more control in
it.
So I see it as a third alternative.
And to those that argue that this seems soft and weak, I'm
saying you're describing abdicate and abandon, not trust
and inspire.
This is a third alternative.
As a trust and inspire leader, you can be author, visionary,
without being exclusive.
You can be even detail-oriented without being trusting, and you
can be in charge and have control without being
controlling.
But you do it through the agreement that you build
together and it's really powerful.
And so that's my response to the kind of the cynic that's
saying this sounds nice but it sounds soft and weak.
I'm saying no, this is actually the strongest form of
leadership we can lead with today.
Maybe one last idea, framing on this third alternative idea and
you mentioned it, you know about management and leadership.
Again, it's not management is bad, leadership is good.
They're both good, they're both vital.
We need good management, just like we need good leadership.
The key is the context.
We manage things, we lead people, and we need great
management of things, of systems , of structures, of processes,
of tools, of inventories, of the numbers of the business.
We manage things but we lead people.
But sometimes we've gotten so good at managing things that we
start to manage people as if they were things, and if we keep
doing that in this new world, we might end up with no people
in a lot of things, because they have choices.
They have options.
They can go elsewhere.
It's not either.
Or it's in Manage, things lead people.
Let's get really good at this.
And Trust Inspire equips us with both mindsets for the
different contexts that we bring to it.
So I think this is actually strong leadership.
It has control built in, a different kind of control.
It's not hovering over micromanagement, but it's rather
control through the agreement we built together, through the
context of the culture and the relationship that we've
established.
Speaker 1: That makes sense, absolutely, yeah, absolutely,
and I I think it's you know the um, what, what's what's really
interesting about this, this approach is you know, a lot of
times I think the perception of command and control is, you know
, it's all about always understanding what's happening
and and and tracking and you know, ver and verifying and
micromanaging.
I think it would be a common definition there, and a lot of
times we can trick ourselves into thinking we actually know
what's happening or we know what people are doing.
But the reality is, at least in my experience, a lot of times,
when there's an absence of trust in that style of management,
you actually don't know what's going on, because people are
afraid to tell you and so that you know they're, they're, maybe
they're modifying the system so that it looks like something's
happened.
But I, a lot of times you're surprised and it actually it's a
lack of control that actually exists in a system, because,
because you don't have that level of trust and and and you
don't, you know, you don't have the inspiration for people to be
inspired enough to say, hey, if we make this decision, this is
what's going to happen to the customer sentiment down the road
, because this is what you know, like you just, you won't have
that dialogue, you'll have more poor results, right?
So I think to that point a little bit of a light bulb
moment.
For me.
It was like well, command and control you don't.
You might even know what you're trying to control.
You might not even have the right information.
Speaker 2: That's terrific.
That's really insightful.
Kyle, I agree completely that even the control that you have
is not as robust as you thought it was, because it's not genuine
, it's not dealing with the real issues.
You're only getting what people are willing to say, what they
dare to say and willing to speak up about, but not everything
else that's truly happening, because there's fear and they're
not going to say it, and so there's a whole lot of things
that you don't even know about the organization or the culture
and it's not being volunteered.
So your control is a false sense of control.
It's really not as robust in any sense and as real as this
other.
Speaker 1: Yeah, I think anybody listening to this podcast.
First of all, I don't think that there's anybody listening
to this podcast.
That's like arguing against this.
It's more like I think that context is important for the
people that are going to push back on HR professionals, that
are pushing for this.
That's right Most commonly, but I think every HR professional
right now is just kind of smirking themselves and going,
yep, I've seen that so many times where we all think that we
know what's happening, especially in the boardroom or
in a conference room or in a meeting, and then we go out and
we talk to that one person, one person out there on the floor
that knows exactly what's going on, and they tell us the truth.
And a lot of times HR is the middle person between that,
where we're trying to convey the reality of what's happening to
leadership and we've got a front row seat to the ineffectiveness
of this style at times.
Speaker 2: Yeah, and I do think that HR can be the catalyst to
help shift the paradigm.
I agree To help bring this about, to give people a new
vision of where we can go, can be the catalyst to help shift
the paradigm.
I agree To help bring this about, to give people a new
vision of where we can go and why we need to go there and why
this is a better way to lead.
And they can speak, when we speak the language, of what the
line leaders are wanting, the business leaders are wanting, so
that we're relevant to them but paint the vision of what's
possible in their language.
That's where we really make a connection and show that we
understand the business and we know how to lead the business to
that point.
And I think HR can lead this like no one else.
For all those reasons and I do agree that this probably
resonates with the HR professional that says I know
I've been trying to say this and I'm trying to give the language
of how we can connect it to the very things that the line
leaders want, which I know is what the HR team is wanting to
do as well, and so it's really a powerful connection.
But here's the thing, for all our progress that we've made in
the HR community, in the leadership community, towards
kind of.
Someone might hear this and say this is really not.
Is this really a new way to lead?
Haven't we been talking about this for the last decade plus?
Well, we have, but we're still not doing it, and the data shows
that still, about nine out of 10 organizations are still
trapped in some form of the command and control model.
It may not be the authoritarian approach, it might be the more
enlightened version of it, but still the majority, the vast
majority, are still trapped in command and control.
And I argue this to know and not to do is not to know.
So we're still not.
The fact that we're not doing it means that we still haven't
made the leap, broken through, shifted the paradigm, and we've
got to do that, and I think HR can be a catalyst to lead us
towards that.
Speaker 1: To lead us towards that Absolutely, and I think you
know to that point and I've always said this you know HR is
in a unique point, in a position where we have a lot of we have
a lot of power, whether we realize it or not, and one of
those areas where we have the ability to really shape an
organization is the learning and development journey that we
take our leaders through.
And so one thing I did want to talk about maybe going back to
the speed of trust is I know that there's been a focus on
updating some of the content to be more reflective of the
shifting world of work and that you've got some new courses
available specifically to help HR professionals on their
learning and development related to trust and a couple of new
workshops.
Can you tell us a little bit about the workshops the leading
at the speed of trust and working at the speed of trust
workshops that you've been working on?
Speaker 2: Absolutely.
Yeah, this is all about helping leaders and teams and
organizations build high trust teams, high trust cultures,
getting good at this.
And we've had these workshops really for a decade plus 15
years plus.
That have been superb.
We just have a new, refreshed, updated version of it.
So those that have used the Speed of Trust stuff, it's just
a refreshed, re-imagined, updated version for our time.
And what I would highlight is that we've also got now we're
showing how trust is built through our credibility and our
behavior, which is kind of the essence of the speed of trust,
of helping people do it intentionally, on purpose, and
giving them a framework and a language and a process of how to
do it.
And now we've gone to going to another level of saying not only
can we do this as leaders and as individuals, but we can do it
as a team and as an organization and build a
high-trust culture and build a high-trust team.
So we've got a whole new module on building high-trust teams
through credibility and behavior and high-trust relationships
with customers and partners through credibility and behavior
and high trust relationship with customers and partners
through credibility and behavior .
It's just so practical, so tangible, so actionable.
So I think that those that are familiar with this already will
love it because it takes it to a whole nother level.
And those that aren't familiar with it, this will be kind of a
natural next step to say, okay, how do we if, if, if, if?
Building a high trust, team and culture is so important, how do
we do it?
How do I lead that from HR?
And this will help you do precisely that.
It gives you the, the language, the framework, the process of
becoming, you know, intentionally good at building
trust on purpose in our teams and organizations, and so we're
excited, delighted about what we've done to make this so fresh
, so relevant in our world today , which it really is, and it
really kind of is fitting this language of trust and inspire,
of really being where you know, meeting people, where we're at
and where society is at and people are at today, to keep
this fresh and relevant for others.
Speaker 1: Absolutely and, and you know maybe a maybe a comment
on that.
You know I've I've used speed of trust, and, and and those
types of tools for for many years as a, as a practicing HR
professional.
I I I try to give it to any leader that's going through some
development with me.
One of the I think the one of the really powerful things about
that book is it gives you a structure to talk about trust.
It's not this nebulous concept.
It actually gets down to building out some language
around it and some protocols to think about, and once you start
to use that within your organization and with your
leaders, it's pretty amazing to see that start to become
pervasive throughout the day-to-day conversations and
culture, and it really can help reshape your workplace.
So I would strongly encourage anybody to check that out.
I think I can guarantee you I haven't got to the new workshops
yet, but I can guarantee you that it's going to be well worth
your time.
So, with that being said, you are an extremely be well with
you with your time.
So, with that being said, you are an extremely busy man and
sincerely appreciate your time.
We are quickly coming to the close of our available time
together.
I'm fascinated to hear your responses to the rebel HR flash
round.
Are you ready?
I'm ready, yeah all right, here we go.
Question number one where does hr need to rebel?
Speaker 2: hr needs to rebel against command and control and
say there's a better way to lead , and it's trust and inspire.
And I know they rebel already in the paradigm.
Now I think we need to shift beyond the paradigm, into the
language, into the systems, into the structures and the
practices, so that we're saying we must make this shift, because
I believe that command and control is the equivalent of
modern day bloodletting, if you think about it.
Bloodletting went on for 3000 years, started with the
Egyptians, went to the Romans, but it persisted.
And even when it was disproven that it doesn't work the disease
was not in the blood.
That was in the 15 and 1600s it still persisted for another 250
years.
It was still practiced because old paradigms die hard.
And so, while the HR I think community gets it that we need
to make this shift, I think the practice of command and control
leadership is still the common practice and that is modern day
bloodletting.
We need to rebel against modern day bloodletting and say no,
we've got to lead in a new way and it's in our language.
Even you know the idea of of top down and hierarchies and the
front line and and rank and file.
It's just in our language.
We got to choose different language.
In our systems we have, you know, we look at high potentials
what does that say about everybody else and how you've
seen others and we look at the structures and the processes and
there's just a lot of rebelling .
We need to do and say no, it's not span of control, it's span
of care, as Bob Chapman says and others, and we're going to
rebel in our language, in our systems, in our structures, in
our processes, in our tools, and we're going to become trust and
inspire.
And so that's it.
We got to rebel against command and control, not just in the
paradigm, which I think is where it starts, but in the systems
and the structures and the processes and the tools and in
the very language that we're using.
And I think we can rebel and be the catalyst to change the way
that we practice this in all its respect.
We can get rid of bloodletting.
Speaker 1: And we can do it faster than 250 years.
Speaker 2: We can do it faster, we can do it so much faster.
Speaker 1: Couldn't agree more.
Very well said.
Question number two who should we be listening to?
Question number two who should we be?
Speaker 2: listening to Thinkers , leaders, practitioners that
are saying this very thing that we need a paradigm shift.
We need a sea change, a dramatic shift, not an
incremental shift.
And because incrementalism won't get us to where we need to
be, it won't build a high-trust culture that inspires, and it
won't help us collaborate and innovate in a changing, shifting
, disruptive world, it won't do it fast enough.
And you know we don't have the 250 years, we don't have two and
a half years.
We got to move faster.
And so for leaders and thinkers I'm just thinking of Francis
Fry and Ann Morris, harvard Business School.
Francis Fry, who wrote Unleashed and this new book, move Fast
and Fix Things, you know, that are just saying we've got to
move fast and fix things.
We've got a new paradigm, unleashing everyone and the
potential, the greatness.
Potential, the greatness, you know, thinking of Aaron Meyer
and Reed Hastings and the no rules rule that they've employed
at Netflix.
That includes getting rid of controls as you increase the
trust and the straight talk and all the things that are
happening to try to unleash the controls that are in place, that
are traditional, and we've got to get rid of them in a way that
really is working.
And so thinkers like this Doug Conant, great practitioner,
thinker, who wrote the Blueprint , and others that are thinking
about whole new ways of leading, so big paradigm shifters that
are not.
They're not into incremental shifts and change, but into sea
changes and dramatic changes.
And I'm trying to say this the the big shift is to move from
command and control to trust, inspire.
That's.
That's the type of thing that we need love it, love it.
Speaker 1: the world's not changing incrementally, it's
changing exponentially.
Speaker 2: The world is changing exponentially and our style of
leadership needs to change exponentially with it.
Speaker 1: You need to get ahead of it Absolutely.
Last question how can our listeners reach out, connect
with you and get their hands on the book and the workshops?
Speaker 2: Wonderful.
We'll go to trustandinspirecom, which is a website, and there
you can get the book.
You can get other resources, tools, ideas, thinking around
this, and I'd love you to connect with me.
I'm on LinkedIn.
You can follow me on LinkedIn, Also on X the old Twitter, and
on Instagram at StephenMRCovey, and so follow me.
Go to TrustAndInspirecom, connect with me and love to be
able to help in any way that I can, that we can, our team.
This is exciting work and I would just say this to you in HR
, you can go first.
Someone needs to go first.
Leaders go first and as an HR professional, you can go first.
I'm right now working.
I'll give you two cases of the HR team going first, the HR
leader going first.
One where we're dealing with an organization that is going
through all kinds of change but they're trapped in a command and
control style of leadership.
They almost don't see it.
They're like fish that discover water last.
They're so immersed in it they're not even aware that it's
in how they're leading.
But the HR team is the team that's putting up the mirror.
But they are modeling by first applying this within their own
team and they're going first and they're helping.
Then the rest of the organization see that, that they
can do this.
But they're seeing a model by in the HR team by showing them
there's a better way to lead and look how we're doing it.
That is pretty remarkable and they're helping, and they're and
they're helping the rest of the team see how they can do it too
.
And and and then.
A second example of when I actually highlight in the Trust
Inspire book, of how a huge paradigm shift happened where
the CEO got behind all the changes that needed to be made
and everyone says we need a CEO like that.
And what I point out is that it didn't start with the CEO.
It started with the leader of HR.
They began to implement these changes within her organization,
her team, and, as they did it there, they then began to work
within the partner organizations that they served with as
partners and they began to see the business leader would work
with the HR partner and began to see a better way of working
together, began to model, it began to bring it in there and
one by one, almost business unit by business unit, it got
brought to the CEO of a better way to lead.
And finally the CEO said gosh, I'm talking to several of you,
my direct reports.
You're doing this in a different way and don't we need
this for the whole organization and bought into it organization
wide and you love that.
And I've had people say, gosh, we need a CEO like that.
And I say yes, but it didn't start with the CEO.
It started with Janita, within her circle of influence,
bringing about this change within the HR team and it
rippled out and then up and then down throughout the entire
organization.
That's what we need and you and HR can go first.
Speaker 1: I love it.
I love it, Steven.
It's been absolutely amazing to have you on the podcast.
Thank you again so much for joining us.
Thank you for all of the wonderful content and I can't
wait to see what you come up with next.
We will have all those links in the show notes.
Please open up the podcast player.
Check it out.
You will not be disappointed.
Steven M R Covey, everybody Thank you.
Speaker 2: Thank you, kyle.
Let me just say this it's an honor to be with you, I
appreciate you.
I feel like I'm talking to a kindred spirit, I agree and
really a co-catalyst to help unleash the greatness of our
organizations by first unleashing the greatness of our
people.
And that's the whole idea and I love the whole premise of Rebel
Human Resources podcast, rebel HR, and that's the kind of sea
change that we need is taking this on, and this is an
extraordinary place to rebel against leadership style.
And so let's rebel and let's go from command and control to
trust and inspire.
And thank you for being a catalyst, a co-catalyst with me
to help bring this about.
Speaker 1: I'm going to just I'm just going to leave it right
there, steven.
Thank you so much.
The honor is all mine.
Thank you for everything over the years and for the continued
inspiration.
Thank you, you're welcome.
Thank you, my friend.
All right, that does it for the Rebel HR podcast.
Big thank you to our guests.
Follow us on Facebook at Rebel HR podcast, twitter at Rebel HR
guy, or see our website at rebelhumanresourcescom.
The views and opinions expressed by Rebel HR podcast
are those of the authors and do not necessarily reflect the
official policy or position of any of the organizations that we
represent.
No animals were harmed during the filming of this podcast.
Speaker 2: Baby.