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From YouTube: Q and A With Dwight Hansen
Description
In this Q and A video, Dwight Hansen, regional practice leader with FranklinCovey's global Speed of Trust practice, talks about the Speed of Trust concept and how trust is a critical competency in professional and personal relationships.
A
B
Bet
so
it's
an
interesting
topic,
this,
the
topic
of
trust.
Most
people
see
trust
as
a
soft
social
virtue.
It's
nice
when
we
have
it
it
trust
is
easy
to
lose
it's
hard
to
get
back
the
way
Stephen
M
r.covey
has
approached
trust.
It
has
more
of
an
economic
edge
to
it.
So
when
Trust
is
high
in
a
relationship
on
a
team
in
an
organization
and
we're
going
to
see
that
things
happen,
a
lot
faster,
it
increases
speed,
increases
the
speed
at
which
work
gets
accomplished
and
it
decreases
the
subsequent
cost.
B
B
Comes
to
the
leadership
case
for
trust.
What
we
know
and
because
of
Steven's
work
with
the
speed
of
trust,
is
that
trust
is
learnable.
It's
a
competency.
We
can
actually
get
good
at
it.
It's
not
something
that
we
just
have
to
deal
with
just
circumstantially,
but
we
can
actually
do
something
about
trust.
We
can
get
good
at
it
and
we
can
measure
trust
and
so
for
leaders
in
today's
world
to
be
able
to
get
their
arms
around
trust
and
do
something
about
it.
We
think
is
a
really
big
idea.
B
B
It
is
a
terrific
framework.
The
five
waves
is
something
that
we
apply
to
any
team
or
any
organization.
Every
team
or
organization
has
five
waves
of
dressed
like
a
pebble,
you
drop
into
a
pool
of
water
you're,
going
to
see
the
concentric
waves
ripple
out
from
the
center
and
at
the
center
we
start
with
self-trust.
B
Self-Trust
is
all
about
credibility.
I
don't
know
about
you,
but
I,
don't
know
if
it's
even
possible
to
have
trust
without
credibility,
and
so
we
start
with
credibility.
This
idea
of
starting
with
self.
We
cannot
change
somebody
else.
We
cannot
build
trust
in
somebody
else.
We
have
to
start
right
here
in
being
trustworthy,
so
self
trust
is
the
first
wave,
the
second,
the
natural
wave
that
ripples
out
is
relationship,
trust
and
relationship.
Trust
is
all
about
behavior,
its
behavior.
That
increases
trust
its
behavior.
That
decreases
trust.
B
It
is
the
common
denominator
in
our
relationship,
trust,
so
focusing
on
how
we
behave
with
each
other
is
one
of
the
hallmarks
of
Stephens
work.
The
third
wave
is
organizational
trust,
which
is
all
about
alignment.
It's
about
having
the
right
processes
and
systems
or
structures
and
policies
and
procedures
in
place
that
either
be
speak,
trust
or
be
speak,
a
lack
of
trust,
and
so
that's
something
to
be
looked
at.
Obviously,
third
down
the
line.
The
fourth
wave
is
market
trust,
which
is
about
reputation.
B
It's
my
feeling
that
most
people
engage
with
an
organization
or
a
team,
not
necessarily
because
they
like
the
people,
but
because
they
trust
them.
Trust
is
really
the
currency
of
today's
economy
and
so
market
trust
plays
a
very
key
role
and
then
the
fifth
and
final
wave
is
societal
trust
which
has
to
do
with
contribution,
with
giving
back
with
making
a
difference.
When
we
have
high
trust
in
our
environment,
we
are
better
able
to
make
a
difference
so
in
our
societies
in
our
communities
of
so.
B
If
you
remember,
when
I
talked
about
the
five
waves
of
trust,
we
talked
about
self
trust
is
really
a
function
of
credibility.
Credibility
is
a
function
of
two
things:
you've
just
said
them
character
and
competence.
If
someone
is
to
be
credible,
you
just
can't
have
them
be
competent
only
and
without
character,
and
if
someone's
to
be
credible,
you
just
can't
have
them
be
with
with
character
and
without
competence.
You
have
to
have
both
in
order
for
a
person
to
have
credibility.
B
Believability
character
is
a
function
of
our
integrity
and
our
intent
and
competence
is
a
function
of
our
capabilities
and
our
results,
and
then
the
work
that
we
do
is
be
to
trust.
We
take
a
deep
dive
around
those
elements
so
that
people
can
actually
consciously
deliberately
grow
their
credibility.
So.
A
B
That's
a
really
important
question
and
one
that
everybody
can
relate
to.
We
have
a
little
phrase
with
the
speed
of
trust
practice
that
says
you
cannot
talk
your
way
out
of
a
problem
that
you
behave
yourself
into.
You
have
to
behave
your
way
out
of
it.
So
if
a
person's
truly
to
be
congruent
as
an
individual
and
we've
messed
up,
then
our
opportunity
is
to
behave
ourselves
out
of
the
problem
rather
than
justify
and
and
rationalize
and
get
involved
with
what
we
call
counterfeit
behavior
22.
B
B
First,
to
realize
it's
not
always
worth
it
to
restore
trust.
Some
people
think
that
the
speed
of
first
practice
would
say
well,
we
should
restore
trust
with
everybody
and
I
would
say
that's
not
true.
In
some
cases
it's
just
not
it's
just
not
the
right
thing
to
restore
trust.
In
most
cases,
it
is
possible
to
restore
trust,
and
we
would
say
we
can
restore
it.
A
whole
lot
faster
than
most
people
think
is
possible.
Only
if
we
behave
ourselves
out
of
the
problems
we
behaved
ourselves
into
is.
A
A
great
tip
one
last
question
for
you,
and
that
is:
can
you
just
there's
myths
about
trust
and
you
be
opened
and
you
talked
about
it?
Some
people
view
trust
as
a
soft
social
concept.
Can
you
just
briefly
talk
about
the
mists
of
trust
versus
the
reality?
What's
a
mitt
and
what's
the
reality,
you
know.
B
There's
several
what
the
biggest
mess
we've
already
talked
about,
that
trust
is
soft,
squishy,
it's
it's
it's
nice
to
have
and
the
reality
for
us
is.
It
is
hard
its
economic,
its
measurable.
We
can
actually
do
something
about
it.
That's
the
part
of
the
brilliance
of
Stephens
work
is
he
brings
that
part
of
the
reality
too
light
for
us
another
there's,
actually
a
couple
more
myths
that
I
want
to
talk
about.
One
of
them
is
that
Trust
is
slow.
B
That
takes
a
long
long
time
to
have
trust,
and-
and
we
would
say
that
sometimes
that
might
be
the
case,
but
the
reality
is
there's
nothing
as
fast
as
the
speed
of
trust
with
trust
everything
happens
faster
and
at
less
cost.
Without
trust,
everything
happens
much
more
slowly
and
at
a
huge
cost
in
many
cases.
B
Another
myth
and
reality
that
I
think
is
worth
pointing
out
is
that
some
people
believe
that
it's
too
risky
to
trust,
and
so
their
paradigm
is
the
filter
through
which
they
see
the
world
is
I'm
not
going
to
trust
until
you,
you
know
I
verified
first,
you
know
verify,
then
trust
rather
than
trust
and
verify,
and
so
they
they
go
through
the
life.
With
a
lens
that
says,
I'm
going
to
be
skeptical
of
everything
and
suspicious,
which
is
the
opposite
of
trust,
and
we
think
that's
a
myth.
B
We
think
that
the
risk
is
far
greater,
not
to
trust,
because
if
we
can
learn
to
trust
and
be
smart
about
it,
but
the
right
conditions
in
place
the
risk
goes
away
and
that
you
know
it
sounds
kind
of
like
a
blanket
statement
and
I
don't
mean
it
to
be
that
way.
But,
generally
speaking,
we
believe
the
risk
is
far
greater,
not
to
trust,
then
the
truss,
and
we
look
at
the
cost
of
not
trusting.
B
B
So
so
we
don't
advocate
blind
trust
at
all,
but
we
do
advocate
smart
trust,
there's
a
whole
part
of
our
methodology
that
puts
criterion
place
for
a
person
to
be
able
to
work
their
way
out
of
the
paradigm
that
it's
too
risky
to
trust
and
into
the
paradigm.
Okay,
I'm
willing
to
trust,
but
here's
the
criteria
that
I
have
to
think
through.
That
can
allow
me
to
trust
and
and
to
be
smart
about
it
and.
A
B
This
idea
of
extending
trust
is
a
huge
golden
nugget
in
Stephens
work.
The
thought
is,
this
trust
is
reciprocal.
If
we
lead
out
with
distrust,
think
about
what
you
usually
get
back
in
return,
you
usually
get
distrust
in
return.
If
we
lead
out
with
trust,
then
we'll
usually
get
trust
back,
and
the
question
now
becomes.
Where
does
that
start?
That
start
with
somebody
else
that
start
with
me.
B
Where
does
that
start,
and
we
would
say
the
ownership
of
that
goes
right
here
with
me
and
be
a
person
who's
willing
to
extend
trust,
be
smart
about
it,
but
it's
the
person
who's
willing
to
extend
trust
watch
what
happens
to
people
when
you
extend
trust
to
him.
Think
about
it.
Think
about
people
yourself,
someone
maybe
gave
you
a
leg
up.
Somebody
who
said
you
know
I
trust,
you
I'm
going
to
give
you
this
opportunity
and
and
what
you
with
that
people
usually
rise
to
the
occasion
they're
inspired
by
it.