If I try to use human influence strategies and tactics of how to get other people to do what I want, to work better, to be more motivated, to like me and each other-while my character is fundamentally flawed, marked by duplicity and insincerity-then, in the long run, I cannot be successful. My duplicity will breed distrust, and everything I do-even using so-called good human relations techniques-will be perceived as manipulative.
Strategy is important, but trust is the hidden variable. On paper you can have clarity around your objectives, but in a low-trust environment, your strategy won't be executed.
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
When trust is high, the dividend you receive is like a performance multiplier, elevating and improving every dimension of your organization and your life.... In a company, high trust materially improves communication, collaboration, execution, innovation, strategy, engagement, partnering, and relationships with all stakeholders.
Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.
Trust is the one thing that affects everything else you're doing. It's a performance multiplier which takes your trajectory upwards, for every activity you engage in, from strategy to execution.
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