Trust and Inspire PDF

Stephen M.R. Covey

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 Trust and Inspire
Transforming Leadership Through Trust and
Genuine Inspiration.
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About the book
In "Trust and Inspire," bestselling author Stephen M.R. Covey
presents a groundbreaking leadership approach that addresses
the urgent need for change in today's organizational dynamics.
Recognizing the limitations of the outdated "command and
control" model, Covey advocates for a transformative shift
towards a leadership style rooted in trust and inspiration. This
visionary guide emphasizes that people are not merely subjects
to be managed; they are creative, collaborative individuals
with immense potential. By fostering a culture where team
members feel inspired to excel, leaders can adapt to the
complexities of a modern, dispersed workforce. Drawing on
years of research into the role of trust in leadership, Covey
provides actionable insights that empower leaders, educators,
and parents alike to cultivate environments of trust and
collaboration, ensuring that everyone can thrive in the
ever-evolving landscape of the 21st century.

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About the author
Stephen M. R. Covey is the co-founder and CEO of
CoveyLink Worldwide, and a renowned keynote speaker and
advisor on trust, leadership, ethics, and high performance. His
influential book, "The SPEED of Trust," redefines trust as a
measurable and vital economic driver rather than merely a
social virtue, highlighting its critical role in enhancing
organizational profitability and fostering energizing
relationships. As a former CEO of Covey Leadership Center,
he transformed it into the world's largest leadership
development company, significantly increasing its revenue and
brand value. Covey's insights resonate with audiences
globally, making him a respected figure among leaders in
Fortune 500 companies and various other organizations. He
also serves on several boards, including as Chairman of the
Advisory Board for the Human Performance Institute.
Residing in the Rocky Mountains with his family, Covey is
dedicated to helping individuals and organizations harness the
power of high trust.

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Summary Content List
Chapter 1 : The World Has Changed, Our Style of Leadership

Has Not

Chapter 2 : The Increasing Irrelevance of Command &

Control

Chapter 3 : Style Is Getting in the Way of Intent

Chapter 4 : The Fundamental Beliefs of a Trust & Inspire

Leader

Chapter 5 : The 1st Stewardship: Modeling, or ‘Who You

Are’

Chapter 6 : The 2nd Stewardship: Trusting, or ‘How You

Lead’

Chapter 7 : The 3rd Stewardship: Inspiring, or ‘Connecting

to Why’

Chapter 8 : Stewardship Agreements

Chapter 9 : What Trust & Inspire Is ‘Not’

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Chapter 10 : Barrier #1: “This Won’t Work Here”

Chapter 11 : Barrier #2: Fear—or “But What If…”

Chapter 12 : Barrier #3: “I Don’t Know How to Let Go”

Chapter 13 : Barrier #4: “I’m the Smartest One in the Room”

Chapter 14 : Barrier #5: “This Is Who I Am”

Chapter 15 : Trust & Inspire in Any Context: Parenting,

Teaching, Coaching… and More

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 Chapter 1 Summary : The World Has
Changed, Our Style of Leadership Has
Not

Section Key Points

Introduction to Change Peter Drucker notes a monumental shift in human conditions; society is unprepared for the
emerging need for self-management.

The Need for Leadership Most believe employees have untapped potential, but lack the opportunity to utilize their
Change skills, indicating a need for a new leadership approach.

Emerging Forces of Change The "Five Emerging Forces" necessitating leadership shift include:

The Nature of the World Has Changed: Rapid technological innovations.

The Nature of Work Has Changed: Shift to knowledge- and service-based work
focusing on collaboration and creativity.
The Nature of the Workplace Has Changed: Acceptance of remote and hybrid
work models.
The Nature of the Workforce Has Changed: Increased workforce diversity
demands inclusive leadership.
The Nature of Choice Has Changed: Technology has expanded choices,
changing expectations of work and culture.

Epic Imperatives in Leadership Organizations need to foster a high-trust culture while achieving effective collaboration
and innovation.

Command & Control vs. Trust Contrasts traditional leadership focused on compliance with the Trust & Inspire model,
& Inspire which emphasizes engagement and potential.

Case Studies of Leadership Example of Microsoft under Satya Nadella transforming culture from control to trust and
Transformation empowerment, leading to growth.

The Impact of Leadership Styles Intuitive, inspiring leadership results in greater engagement compared to traditional
management styles, which can demotivate.

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Section Key Points

Conclusion: The Call for Trust Encouragement for all, regardless of title, to embrace leadership as a choice and cultivate
& Inspire Leadership relationships based on trust and collaboration.

Chapter 1: The World Has Changed, Our Style of

Leadership Has Not

Introduction to Change

Peter Drucker emphasizes that a monumental shift in the

human condition is occurring, where vast numbers of people
now have choices and must learn to manage themselves.
Society is unprepared for those changes.

The Need for Leadership Change

Stephen M.R. Covey reflects on his father's seminars,

observing that most believe employees possess untapped
potential. However, they also face pressure to deliver results
despite a lack of opportunity to fully utilize their skills. This
gap suggests a need for a new leadership approach that
adapts to today's realities, stepping away from traditional
management styles.

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Emerging Forces of Change

Covey introduces the “Five Emerging Forces” that

necessitate a shift in leadership paradigms:
1.
The Nature of the World Has Changed

Technological innovations have occurred at an

unprecedented pace, influencing all aspects of life and work.
The Fourth Industrial Revolution demands a new mindset.

2.
The Nature of Work Has Changed

Work is now more knowledge- and service-based, requiring

collaboration and creativity rather than solely manual labor.

3.
The Nature of the Workplace Has Changed

Remote and hybrid work models have gained acceptance,

and organizational structures are adapting accordingly.

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4.
The Nature of the Workforce Has Changed

The workforce is increasingly diverse and expects inclusive

leadership that values individual contributions.

5.
The Nature of Choice Has Changed

Technology has expanded the range of choices available to

consumers and employees, shifting the expectations of what
work and workplace culture should entail.

Epic Imperatives in Leadership

Organizations must focus on two primary imperatives:

fostering a high-trust culture and achieving effective
collaboration and innovation to remain relevant.

Command & Control vs. Trust & Inspire

Covey contrasts traditional “Command & Control”

leadership with the “Trust & Inspire” model. The former
operates through compliance and efficiency, while the latter

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focuses on engagement, inspiration, and harnessing the
potential of individuals.

Case Studies of Leadership Transformation

> Covey recounts the transformation at Microsoft under CEO

Satya Nadella, who replaced a detrimental culture with one
rooted in trust and empowerment, leading to significant
growth and innovation.

The Impact of Leadership Styles

In a comparative narrative, Covey illustrates the stark

differences between being managed and being led. He
highlights how intuitive leadership styles that inspire and
uplift individuals result in greater engagement and creativity,
whereas traditional management demotivates potential.

Conclusion: The Call for Trust & Inspire

Leadership

Covey encourages individuals at all levels, regardless of their

formal titles, to embrace leadership as a choice—to become
Trust & Inspire leaders.

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“This leadership landscape requires that we foster
relationships based on trust and inspiration, valuing people's
full potential and promoting a culture of collaboration, not
just control.”

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Example
Key Point:Emphasizing Trust & Inspire Leadership
Example:Imagine your team is working remotely on a
crucial project. Instead of micromanaging every detail,
you check in occasionally, ensuring they feel supported
while also trusting them to make decisions. You
encourage each member to share their innovative ideas,
fostering a collaborative environment. This approach
not only boosts morale but also unleashes their creative
potential, leading to solutions that surpass expectations.
By choosing to trust and inspire rather than control, you
cultivate a productive and engaged team dynamic,
ultimately transforming your leadership effectiveness.

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Critical Thinking
Key Point:The importance of adapting leadership
styles to the modern workplace.
Critical Interpretation:Stephen M.R. Covey argues that
traditional leadership models are outdated in the face of
contemporary challenges such as rapid technological
developments and a diverse workforce. Yet, while his
assessment of the evolving landscape calls for a shift
towards Trust & Inspire leadership, it may overlook the
complexities of organizational dynamics and the
potential value of some traditional management
practices. Not all organizations can easily transition to
inspirational leadership due to structural, cultural, or
operational limitations. The effectiveness of varying
leadership styles can depend on specific contexts and
individuals involved, as explored by sources like "The
Leadership Challenge" by Kouzes and Posner, and
"Leaders Eat Last" by Simon Sinek, which highlight
that different approaches may be necessary to meet
diverse organizational needs.

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Chapter 2 Summary : The Increasing
Irrelevance of Command & Control

Chapter 2: The Increasing Irrelevance of Command

& Control

In times of challenge, traditional Command & Control

methods are becoming obsolete. Instead, there is a pressing
need for leadership that engages the collective intelligence of
individuals to navigate crises.

Understanding "Nothing Fails Like Success"

The phrase "Nothing fails like success," often attributed to

Arnold Toynbee, suggests that societies frequently respond to

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new challenges with outdated solutions that previously
worked. This phenomenon leads to failure when faced with
evolving demands. As Warren Buffett noted, sometimes it is
more beneficial to change our approach than to attempt
patching what is fundamentally flawed.

Case Study: Blockbuster vs. Netflix

Blockbuster exemplifies the pitfalls of success leading to

failure. At its peak, the company thrived but missed the
technological shift toward digital streaming. Its reluctance to
adapt ultimately led to its downfall, while companies like
Netflix thrived by embracing change and innovation. The
lesson here underscores the need for contemporary leadership
that fosters adaptability and responsiveness.

Two Imperatives for Modern Leadership

1.
Win in the Workplace by Inspiring a High-Trust
Culture

The culture within an organization is crucial for attracting

and retaining talent. High-trust environments empower

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individuals, leading to greater engagement and retention
across all demographic groups. Organizations must replace
Command & Control with Trust & Inspire cultures to
enhance employee commitment.
2.
Win in the Marketplace Through Collaboration and
Innovation

As industries evolve and competition increases, fostering

collaboration and innovation is essential. Command &
Control breeds fear and limits creativity. In contrast, Trust &
Inspire encourages risks, leading to a culture where
innovation flourishes.

The Prevalence of Command & Control

Despite evidence pointing to the inefficacy of Command &

Control leadership, it remains the dominant style in most
organizations. Many organizations still express a desire to
transition towards Trust & Inspire methods, but significant
change remains elusive.

Barriers to Change

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Three critical barriers prevent organizations from moving
away from traditional methods:
1.
Cultural Immersion in Old Paradigms

Command & Control has pervaded organizational cultures

to the extent that people do not recognize its impacts.
Language, processes, and practices rooted in this paradigm
contribute to its ongoing prevalence.
2.
Knowledge Without Practice

Despite an understanding of effective leadership, many

leaders struggle to implement the principles of Trust &
Inspire consistently. A gap often exists between knowledge
and action.
3.
Enduring Inaccurate Paradigms

Long-held beliefs about leadership practices can persist

despite evidence suggesting better alternatives. The
adherence to outdated perspectives can hinder progress and
adaptation.

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Moving Toward Trust & Inspire

Transitioning from Command & Control to Trust & Inspire

involves recognizing existing barriers and taking actionable
steps toward cultural and paradigm shifts. Leaders must
embrace a new framework that emphasizes trust,
collaboration, and innovation to achieve lasting change.

Conclusion: The New Way Forward

The modern landscape requires a fundamental change in how

leaders operate. Moving away from Command & Control and
adopting a Trust & Inspire methodology is essential for
organizations to thrive in a rapidly changing world.
Embracing this shift can lead to collaborative efforts that
yield remarkable outcomes for individuals, teams, and
organizations alike.

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Critical Thinking
Key Point:The imperative to move from Command
& Control to Trust & Inspire is crucial for modern
leadership.
Critical Interpretation:While Covey argues that
traditional leadership models are outdated, critics may
point out that some organizations still thrive under
Command & Control practices, suggesting there may be
situational effectiveness in retaining these methods.
Notably, companies like General Electric have operated
successfully using such strategies for years, indicating
that the transition isn’t universally applicable.
Therefore, adopting a one-size-fits-all approach may
overlook unique industry dynamics. Supporting this
perspective, research by Goffee and Jones (2013)
highlights that different environments may require
distinct leadership approaches, advocating for
contextual adaptability.

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Chapter 3 Summary : Style Is Getting in
the Way of Intent

Style Is Getting in the Way of Intent

Good intentions paired with ineffective approaches often lead

to disappointing outcomes, as evidenced by a leadership
survey at a Fortune 50 company, revealing a significant
perception gap between leaders and employees regarding
care and concern. While leaders rated themselves as highly
caring, employees disagreed, highlighting the importance of
aligning intent with perceived behavior.

The Disconnect Between Intent and Behavior

Most leaders genuinely care about their people, yet

unintentional gaps emerge when styles of leadership do not
reflect genuine intent. The gap between how leaders perceive
themselves and how their employees view them can
significantly affect trust and organizational dynamics.

Paradigm of Leadership Styles

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Leadership can be categorized into two primary meta-styles:
Command & Control and Trust & Inspire. These overarching
styles derive from underlying paradigms that shape
leadership perspectives. A leader's meta-style is crucial, as it
influences how they engage with their teams and manage
situations.

Reflecting on Leadership Intent

Leaders are encouraged to reflect on their intentions and

styles. Asking critical questions about one's leadership
approach can lead to awareness and potential growth.

Style as a Choice

Despite common beliefs that one’s leadership style is innate,

leaders have the ability to adapt and change. The greatest
shifts can come from consciously choosing a different
leadership style aligned with positive intent, such as moving
from Command & Control to Trust & Inspire.
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Examples of Transformative Leadership

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 Chapter 4 Summary : The Fundamental
Beliefs of a Trust & Inspire Leader
Section Key Points

Chapter Title Chapter 4: The Fundamental Beliefs of a Trust & Inspire Leader

Overview Exploration of differences between Trust & Inspire leadership and Command & Control
model, highlighted by a pivotal meeting.

Key Differentiators Between

Leadership Styles Trust & Inspire Leaders: Believe in people's potential, engage in communication,
empower teams.
Command & Control Leaders: Operate under outdated paradigms, manage through
compliance, limiting potential and creativity.

Fundamental Beliefs of Trust &

Inspire Leaders 1. Unleash Potential: View individuals as inherently great.
2. Whole Persons: Recognize physical, emotional, spiritual needs.
3. Abundance Mindset: Favor collaboration over competition.
4. Stewardship: Prioritize service over self-interest.
5. Enduring Influence: Lead by example to develop lasting influence.

Effects on Team Dynamics Creates agile, innovative culture; enhances engagement, satisfaction, and personal growth.

Conclusion Shifting to Trust & Inspire requires inner change; leaders must model desired behaviors,
fostering meaningful relationships.

Chapter 4: The Fundamental Beliefs of a Trust &

Inspire Leader

In this chapter, Covey explores the essential differences

between Trust & Inspire leadership and the traditional
Command & Control model. He recounts a pivotal meeting
with his editor and publisher where the need for a new
leadership paradigm was highlighted.

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Key Differentiators Between Leadership Styles

-
Trust & Inspire Leaders:
These leaders exhibit a profound belief in the potential and
greatness within people, which shapes their approach to
leadership. They engage in open communication, actively
seek opinions, and foster a sense of eagerness in their teams
by painting a vision of possibilities. Their beliefs lead to
actions that enhance relationships and empower others.
-
Command & Control Leaders:
In contrast, these leaders operate under an outdated
paradigm, often limiting their view of people to labels and
managing them through compliance and control, stifling
potential and creativity.

Fundamental Beliefs of Trust & Inspire Leaders

1.
Unleash Potential:
Trust & Inspire leaders view every individual as possessing
inherent greatness and aim to unleash their potential rather

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than control them.
2.
Whole Persons:
They see individuals as whole beings and strive to inspire
rather than merely motivate, recognizing physical, emotional,
and spiritual needs.
3.
Abundance Mindset:
Trust & Inspire leaders believe in collaboration over
competition, viewing success as something that can be shared
rather than a zero-sum game.
4.
Stewardship:
These leaders see their role as serving others and their
interests, prioritizing service above self-interest, which
fosters better outcomes for everyone involved.
5.
Enduring Influence:
They focus on developing lasting influence by leading
through example and initiating positive actions themselves.

Effects on Team Dynamics

Covey emphasizes that when leaders operate under these

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beliefs, they create an agile, innovative culture that embraces
change and allows for creative collaboration. Trust & Inspire
leaders elicit the best from their teams, leading to high levels
of engagement, satisfaction, and personal growth.

Conclusion

This chapter asserts that shifting from a Command & Control

mindset to a Trust & Inspire approach requires inner change
and a commitment to fostering an environment that
prioritizes potential, collaboration, and empowerment.
Leaders must go first, modeling the behaviors they wish to
see in others, thereby creating enduring and meaningful
relationships that enrich both individuals and organizations.

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Example
Key Point:Trust in People’s Greatness
Example:Imagine you are leading a project team tasked
with a tight deadline. Instead of just delegating tasks,
you hold a meeting where you openly ask for
everyone’s thoughts on the project approach. As you
listen, you acknowledge an introverted team member's
innovative idea, which sparks a lively discussion among
everyone. You guide the conversation, encouraging
further contributions, showcasing your belief in each
person’s potential. By the end, not only do team
members feel valued, but they also leave the meeting
more motivated and united, knowing their voices matter.
This exemplifies how Trust & Inspire leadership fosters
engagement and taps into the greatness of individuals
instead of relying solely on authority.

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Critical Thinking
Key Point:Trust & Inspire leaders embrace the
inherent potential within individuals, emphasizing
empowerment over control.
Critical Interpretation:While Covey's distinction
between Trust & Inspire and Command & Control
leadership offers valuable insights, one may argue that
not all situations benefit from a purely inspirational
leadership style. In high-stakes environments, such as
emergency scenarios or situations requiring swift,
decisive action, a more directive style may be necessary.
Studies, like those presented in 'Leadership and
Organizational Behavior: An Analysis of Similarities,'
suggest that adaptability in leadership style according to
situational demands is crucial. This challenges Covey’s
assertion that Trust & Inspire is universally superior,
pointing toward a more nuanced approach to leadership.

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Chapter 5 Summary : The 1st
Stewardship: Modeling, or ‘Who You
Are’

CHAPTER 5: The 1st Stewardship: Modeling, or

Who You Are

Introduction

Children often mimic adults rather than truly listen,

illustrating the power of modeling in leadership.

The Leader's Example

A CEO exemplified modeling by asking his team if they

wanted him to stay as leader, demonstrating humility and
vulnerability, leading to overwhelming support and trust
from his team.

Modeling as Leadership

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Modeling is the essence of effective leadership, defining
credibility and moral authority. Leaders are always modeling,
whether positively or negatively, influencing those around
them simply by their presence.

Modeling Is Credibility

Both character and competence are essential for credibility.

High character without competence undermines trust, while
competent leaders without integrity are not truly trusted.

Modeling Is Moral Authority

Moral authority stems not from titles but from consistent

positive behaviors. People are looking for genuine moral
leadership, which is often lacking in formal leadership roles.

The Influence of Modeling

Leaders must model behaviors they wish to see in others. It is

essential for fostering trust, encouraging team dynamics, and
creating an inclusive culture.

Behavioral Virtues to Model

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Key attributes of effective leadership include:
-
Humility and Courage
: Balancing each other out; humility allows for recognition of
others, while courage pushes for necessary changes.
-
Authenticity and Vulnerability
: Genuine leaders demonstrate their real selves and admit
shortcomings, inspiring trust.
-
Empathy and Performance
: Understanding others' perspectives leads to true connection,
enhancing team performance.

Vulnerability as Strength

Authenticity and vulnerability are gateways to true

connection. Leaders must embrace their vulnerabilities,
breaking the stigma that they reflect weakness.

Declaring Intent

Transparent communication fosters trust and clarity in

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relationships. Sharing one’s goals and motivations creates a
safe space for openness among team members.

Real-Life Example: Cheryl Bachelder

As CEO of Popeyes, Cheryl modeled empathy by listening

deeply to franchise owners and addressing their concerns,
which led to significant performance improvements and
restored trust.

Self-Reflection for Leaders

Leaders must assess how they are perceived by those around

them. It’s imperative to align actions with words, fostering
an authentic leadership style.

Conclusion

Modeling does not require perfection but a consistent effort

to demonstrate desired behaviors. Leaders have the power to
shape their environment by choosing what to model, thus
promoting trust and integrity within their teams.

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Chapter 6 Summary : The 2nd
Stewardship: Trusting, or ‘How You
Lead’

Chapter 6: The 2nd Stewardship: Trusting, or How

You Lead

Who Trusted You?

- Reflect on someone who trusted and believed in you,

impacting your confidence and growth.
- Stephen M.R. Covey shares a personal story of John Walsh
from Trammell Crow Company, who took a chance on him
despite numerous rejections, which profoundly influenced his
life.

Trustworthiness Versus Trust

- Trust is essential in all cultures, and one can have two

trustworthy individuals without mutual trust.
- Covey emphasizes that many leaders fail to extend trust to

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those who warrant it, which can lead to a lack of real
connection and collaboration.

The 2nd Stewardship—Trusting: How You Lead

- Trusting is pivotal to leadership and entails actively

extending trust with clear expectations and accountability.
- Studies show a significant gap between leaders’
self-perception of their trustworthiness and how their teams
perceive their extension of trust.

The “What” of Trusting: A Better Way to Live

- Extending trust enhances well-being and creates a positive,

energetic work culture.
- Great leaders inspire trust and extend it to build healthier
relationships and performance.

The How of Trusting: Clarify Expectations and

Practice Accountability

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- Practicing accountability begins with self-accountability,

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 Chapter 7 Summary : The 3rd
Stewardship: Inspiring, or ‘Connecting
to Why’
Section Summary

Introduction to Inspiring Great leaders inspire by connecting people to purpose and belonging, shifting focus from
Leadership motivation to genuine inspiration.

The Impact of Leadership on Employees often leave due to poor leadership, highlighting the need for positive leadership
Retention to retain talent.

The Need for Inspirational Many employees are disengaged, and the ability to inspire is the most sought-after quality in
Leadership leaders today.

The Possibility of Inspiration Inspiration can come from authenticity and care, not just charismatic individuals; everyone
can inspire others.

Connecting with People Inspiring leadership includes understanding self-purpose, building genuine relationships, and
fostering team belonging.

Strategies for Inspiring Others Leaders should explore their "why" to authentically inspire others and connect them to their
own purpose.

Caring as a Leadership Quality Genuine caring fosters deeper relationships and enhances team cohesion; empathy and
compassion are essential.

Creating a Sense of Belonging A strong sense of belonging improves team dynamics, making members feel valued and
impactful.

Connecting to Purpose Inspiring leaders align team work with greater purpose, enhancing engagement and
fulfillment.

Transitioning from Success to Leaders should promote the difference between material success and making meaningful
Significance contributions.

The Power of Purpose in Purposeful organizations connect employee roles to a larger mission, improving satisfaction.
Organizations

Inspiring vs. Motivating Inspiration fosters commitment and engagement, while motivation can rely on pressure;
Leadership inspiration is the higher compliment.

Conclusion: The Role of Inspiring others is a duty of leaders; through trust and authentic connections, they empower
Leaders individuals to reach their potential.

Chapter 7 Summary: The 3rd Stewardship:

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Inspiring or Connecting to Why

Introduction to Inspiring Leadership

Great leaders inspire action by connecting people to a sense

of purpose and belonging. This chapter emphasizes that as
the landscape of leadership evolves, the focus must shift
from mere motivation to genuine inspiration, a shift
increasingly needed in today's world.

The Impact of Leadership on Retention

Research highlights that employees leave organizations not

because of their jobs, but because of poor leadership. A
Gallup study reveals that half of employees have left to
escape a bad boss, illustrating the importance of positive
leadership in retaining talent.

The Need for Inspirational Leadership

In a climate where many employees are disengaged or

stressed due to their management, leaders must prioritize
inspiring their teams. Studies indicate that the ability to

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inspire is the most sought-after quality in a leader. However,
this quality is often lacking in many leaders today.

The Possibility of Inspiration

Inspiration is not confined to charismatic individuals; anyone

can inspire through authenticity and care. The chapter argues
that everyone can cultivate connections that inspire others.
Authenticity breeds inspiration more effectively than charm
or status.

Connecting with People

Inspiring leadership consists of three levels of connection:

1.
Self:
Understanding and articulating one's own purpose.
2.
Relationships:
Building genuine, caring connections with others.
3.
Team:
Fostering a sense of belonging within a team.

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Strategies for Inspiring Others

Leaders should start by finding their own "why" through

self-reflection. This understanding enables leaders to
authentically inspire others and help them connect to their
own purpose.

Caring as a Leadership Quality

Caring for others should supersede self-interest in leadership.

Demonstrating genuine concern facilitates deeper
relationships and enhances team cohesion. Leaders should
practice empathy and compassion to cultivate a supportive
environment.

Creating a Sense of Belonging

Creating a strong sense of belonging enhances team

dynamics. When team members feel connected and valued,
their contributions become more meaningful and impactful.

Connecting to Purpose

Inspiring leaders help their teams connect their work to a

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greater purpose. This connection is crucial for enhancing
engagement and fulfillment in the workplace.

Transitioning from Success to Significance

The distinction between success (material achievement) and

significance (making a meaningful contribution) is central to
inspiring leadership. Leaders must encourage individuals to
seek significance through their work.

The Power of Purpose in Organizations

Purposeful organizations foster environments where

employees connect their roles to a broader mission.
Examples of inspiring companies demonstrate that
purpose-driven missions resonate better and enhance
employee satisfaction.

Inspiring vs. Motivating Leadership

Leaders can motivate through pressure, but true inspiration

fosters commitment and engagement. The greatest
compliment a leader can receive is when someone
acknowledges their inspiration.

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Conclusion: The Role of Leaders

In conclusion, inspiring others is not just a skill; it is a duty

for leaders. By modeling behavior, building trust, and
making authentic connections, leaders can cultivate
environments where individuals feel inspired and empowered
to contribute their best. Each individual has the capacity for
greatness, and it is the leader’s role to nurture this potential
through inspiration.

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Example
Key Point:Connecting with Purpose Creates
Engagement
Example:Imagine leading a project team where each
member feels not just like a cog in the machine, but
deeply connected to a larger vision. You begin by
sharing your own journey, revealing your passion for
the project's impact on the community. As you discuss
the mission, you ask each team member to reflect on
their personal 'why' and how it aligns with the project
goals. Soon, you notice a shift; their eyes light up with
understanding, and conversations become charged with
energy as they recognize that their contributions matter
profoundly. You've transformed a task-oriented group
into a team united by purpose, where each person feels
valued and inspired to excel.

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Chapter 8 Summary : Stewardship
Agreements

CHAPTER 8: Stewardship Agreements

Solving the False Dichotomy

Leaders must focus on both performance and

relationship-building to inspire trust and achieve results. The
misconception that one must choose between task
completion and relationship cultivation creates barriers to
effective leadership. Trust & Inspire leaders understand that
the manner in which they attain results is just as important as
the results themselves.

The Imprint of Stewardship

Leadership is defined as stewardship, suggesting a broader,

more inclusive view beyond just environmental or spiritual
contexts. When leaders embrace stewardship, they inspire
greater commitment and responsibility in themselves and

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others. This mindset fosters a belief in the greatness of every
individual, reinforcing personal integrity and authenticity.

The Tool: Stewardship Agreements

Stewardship agreements serve as a framework for extending

trust and establishing clear expectations. These agreements
can be customized to any interpersonal interaction, aiding
collaboration towards common goals. They encourage
accountability and partnership, shifting from a top-down
managerial approach to a coaching model.

The Five Elements of a Stewardship Agreement

1.
Desired Results
: Clearly define what needs to be accomplished, encouraging
mutual agreement on outcomes.
2.
Guidelines
: Set boundaries and principles to ensure that results are
achieved within appropriate parameters.
3.
Resources

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: Identify available resources that support the achievement of
the desired results.
4.
Accountability
: Establish a process for measuring progress and defining
responsibility for results.
5.
Consequences
: Discuss the implications of achieving or not achieving the
desired results, whether they are positive or negative.

“Walk the Yard”: Agreements Govern

The concept of "walking the yard" signifies a commitment to

follow up on agreed expectations, fostering a culture of
mutual accountability. The critical point is to create an
environment where agreements enhance performance while
maintaining trusting relationships.

What If People Let You Down?

When agreements are violated, focus on addressing behaviors

rather than attacking individuals. Successful leaders leverage
these situations to reinforce commitment to agreements and

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rebuild relationships.

Conclusion

Stewardship agreements not only drive performance

outcomes but also nurture the potential of individuals within
an organization. They represent a transformative shift from
traditional leadership styles towards more engaged,
collaborative approaches, establishing a framework for both
accountability and trust.

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Chapter 9 Summary : What Trust &
Inspire Is ‘Not’

Chapter 9: What Trust & Inspire Is Not

Real power is about influencing the hearts and minds of

others—The Dalai Lama.
The author reflects on the experience of arguing viewpoints
they didn’t believe in during high school debates, illustrating
the growth that comes from understanding opposing
perspectives. This chapter invites readers to explore
misconceptions about the Trust & Inspire leadership model
and emphasizes the barriers people often believe make it
ineffective.

1. Trust & Inspire Leadership Is Not Weak

- Traditionally, leaders are seen as strong and decisive while

engaging in dialogue may be perceived as weak.
- True strength in leadership comes from openness,
authenticity, and trust, rather than control and dominance.
- A Trust & Inspire leader fosters collaboration, which

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enhances team strengths, rather than micromanaging.

2. Trust & Inspire Leadership Is Not a Lack of

Control

- Leaders require mechanisms of control, but Trust & Inspire

allows for control through trust and engagement.
- Feeling trusted leads to higher self-accountability and
lowers turnover rates, promoting a healthy organizational
culture.
- Control is more effective when based on mutual trust rather
than just compliance to rules.

3. Trust & Inspire Leadership Is Not a Lack of

Structure

- A Trust & Inspire approach does not mean removing

structure; it involves aligning structure to new market
realities and fostering agility.
- Different organizations may have varying forms of structure
but they should be adaptable to people’s needs.
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4. Trust & Inspire Leadership Is Not a Lack of
Vision or Direction

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Chapter 10 Summary : Barrier #1: “This
Won’t Work Here”

Chapter 10 Summary: Barrier #1: “This Won’t

Work Here”

Introduction to Resistance

- Many individuals believe that implementing a "Trust and

Inspire" leadership style is impossible due to specific
circumstances, such as organizational structure, company
culture, or regulatory environments.
- Common excuses include lack of time, lack of buy-in from
colleagues, and external pressures like quarterly earnings or
compliance.

Recognizing Influences

- It is essential to classify concerns into two categories:

factors outside of your control (circle of concern) and factors
within your influence (circle of influence).

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- No matter the context, every organization can benefit from
a Trust and Inspire approach, and change can begin at any
level.

Taking Initiative

- Individuals can lead by example, even without support from

higher-ups, thereby acting as catalysts for change.
- The emphasis is on starting with oneself and one’s
immediate relationships to embody the Trust and Inspire
mindset.

Shift in Mindset

- A prevalent mentality in organizations is that the problem

lies with others; this mindset limits personal accountability
and fosters a victim mentality.
- Acknowledging that you can be part of the solution is
crucial, even in a system resistant to change.

Modeling and Mentoring

- A Trust and Inspire leader first models desirable behaviors

before mentoring others.

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- By becoming an "island of excellence," leaders inspire
others to follow suit, creating a ripple effect throughout the
organization.

Case Study: Janita's Success

- Janita, a mid-level leader, successfully implemented a Trust

and Inspire approach despite working in a rigid
command-and-control environment.
- Her success in leading her team inspired others and
eventually caught the attention of higher management,
resulting in organization-wide recognition and culture
change.

Final Thoughts

- The key to achieving a Trust and Inspire culture is to start

small and focus on your personal influence. Change can
occur even in less-than-ideal circumstances when you model
the behavior you wish to see.
- Shift your mindset from "This won’t work here" to "How
can this work here?" and take action now.

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Critical Thinking
Key Point:Perception of Infeasibility
Critical Interpretation:The chapter emphasizes
overcoming the belief that a Trust and Inspire leadership
style cannot be applied in specific environments. This
perspective can inhibit progress and fosters a defeatist
attitude, but it invites critical examination. Is it truly
impossible, or are there alternative approaches to foster
trust within the limitations we perceive? Research such
as "The Culture Code" by Daniel Coyle suggests that
even in rigid structures, cultural transformation is
achievable through grassroots efforts. This challenges
Covey's assertion and prompts us to weigh the actual
applicability of his ideas in various contexts.

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Chapter 11 Summary : Barrier #2:
Fear—or “But What If…”

Barrier #2: Fear—or, “But, What If…”

Fear drives many of our decisions, especially when

considering new approaches or leadership styles. Instead of
focusing solely on potential negative outcomes, it's essential
to evaluate the possibilities that come with trust and
innovation.

Common Fears in Leadership

1.
Fear of Losing Control
: Many leaders equate control with micromanagement.
However, true control lies in trusting and empowering
employees. Successful cultures, like that of Nordstrom,
demonstrate that extending trust fosters self-management and
accountability.
2.
Fear of Failure

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: Leaders worry that new approaches may not yield the
expected results. However, the greatest risk lies in
maintaining outdated Command & Control strategies.
Emphasizing a balance of risk and potential return can lead
to innovation and resilience.
3.
Fear of Betrayal
: Past negative experiences can make leaders hesitant to trust
again. It's critical to differentiate between individuals; just
because one person has betrayed trust doesn’t mean everyone
will.
4.
Fear of Recognition
: A scarcity mindset can undermine collaboration. Adopting
an abundance mentality enables leaders to celebrate others'
successes without feeling diminished.
5.
Fear of Inadequacy
: Many leaders experience imposter syndrome, feeling
underqualified. Building self-trust through demonstrating
core virtues strengthens credibility and enhances confidence
in others.

Solutions for Overcoming Fear

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-
Trust Extension
: Implement "smart trust" by assessing individuals and
situations carefully before extending trust.
-
Focus on Risk vs. Return
: Leaders should maximize potential gains by recognizing the
necessity of risk in innovation.
-
Embrace Abundance
: An abundance mindset fosters cooperation and collective
success rather than competition.
-
Build Credibility
: Leaders should model authenticity and vulnerability to
inspire trust within their teams.

Conclusion

Fear is a natural reaction; however, trust is a conscious

choice that can act as an antidote to fear. Instead of
succumbing to “what-if” scenarios that highlight negatives,
leaders are encouraged to consider the potential for success:

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“What if it does work?” By transitioning from Command &
Control to Trust & Inspire, leaders can cultivate
environments where fear is diminished and innovation
thrives.

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Critical Thinking
Key Point:Transition from fear to trust and
innovation in leadership is vital for organizational
growth.
Critical Interpretation:Covey argues that fear influences
decision-making in leadership contexts, potentially
stifling innovation. However, it is crucial to question
whether his perspective sufficiently addresses the
complexities of leadership dynamics in diverse
organizational cultures. Research by Edgar Schein
suggests that organizational change is not solely about
trust but often requires an alignment of cultures,
structures, and systems to ensure effectiveness. While
fostering an atmosphere of trust can lead to innovation,
the challenges of organizational inertia and resistance
must also be acknowledged as delineated in Kotter’s
Change Model.

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Chapter 12 Summary : Barrier #3: “I
Don’t Know How to Let Go”

Barrier #3: “I Don’t Know How to Let Go”

When I let go of what I am, I become what I might be. When

I let go of what I have, I receive what I need. — LAO TZU
Watching someone struggle with a task can be frustrating,
especially if we know we can do it better. This tendency to
retain control often extends beyond personal relationships
into professional settings, where control feels necessary. The
reluctance to let go can harm morale and stifle creativity,
leading to dissatisfaction among team members.

Solution: A Trust & Inspire Leadership Approach

Trust & Inspire leaders must cultivate a high tolerance for

failure, focusing on learning and growth. Letting go does not
imply a lack of control; rather, it involves setting clear
expectations and allowing others to develop their abilities.
By trusting team members and fostering autonomy, leaders
can unlock their potential.

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An illustrative example involved a high school teacher who
allowed her students to choose their own final projects
instead of assigning standardized tasks. This approach led to
diverse and creative outcomes that the teacher would not
have achieved through a traditional method.

Policies and the “Can’t Let Go” Mindset

Many policies are remnants of outdated practices rooted in

distrust. A key question to consider regarding policies is: If
we didn’t have this policy, would we create it today? If the
answer is no, it's time to let it go.
A real-world example highlighted a grocery store that refused
a refund for a customer without a receipt, causing the
customer to vow never to return. The leadership realized that
their strict adherence to policy, which prioritized rules over
customer service, needed to change. By letting go of an
outdated policy and empowering their employees to exercise
judgment, the company improved trust and customer
relationships, enjoying sustained sales growth.
Overall, letting go is essential for fostering an innovative and
trusting environment. Leaders must be willing to relinquish
outdated practices and empower others to grow and succeed.

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Chapter 13 Summary : Barrier #4: “I’m
the Smartest One in the Room”

Barrier #4: “I’m the Smartest One in the Room”

Introduction

The belief that one is the smartest person in the room can
hinder collaboration and innovation. The chapter emphasizes
the importance of creating an environment where every team
member feels valued and heard.

The Illusion of Leadership

A business unit president's mantra, "the best idea wins,"

contrasted with his actual behavior exemplified this barrier.
Although he claimed to seek input, he often dismissed others'
ideas in favor of his own, ultimately demotivating his team
and missing valuable contributions.

Self-Reflection for Leaders

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Leaders should evaluate their own styles to understand if
they inadvertently communicate superiority. Openly asking
for input while maintaining control creates an insincerity that
fosters cynicism and disengagement.

The Trust & Inspire Approach

Distinguishing between the intent to gather input and the

need for team support is crucial. Successful leaders clearly
communicate their positions, which establishes credibility
and respect. Trust & Inspire leaders harness the collective
strengths of their teams, recognizing that genuine listening
opens the door to innovation.

Examples of Successful Leadership

Indra Nooyi’s approach at PepsiCo illustrates the mindset of

a Trust & Inspire leader. By embracing the strengths of
others instead of feeling threatened, she fostered
collaboration, resulting in significant organizational success.

Going Together with Trust

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The chapter discusses the collective power of teams,
underscoring that true progress stems from collaboration
imbued with trust rather than from individual superiority.
The proverb highlights that if one wants to go far, they
should go together, emphasizing teamwork over isolation in
leadership.

Avoiding Command & Control Dynamics

Leaders who assume they possess all the answers risk stifling
creativity and initiative in their teams. An effective leader
recognizes the value each person brings and facilitates an
environment where everyone contributes, leveraging their
diverse perspectives.

The Transition to a Growth Mindset

The text encourages moving from a fixed mindset to a

growth mindset, advocating for leaders who see potential for
improvement in both themselves and their teams. Trust &
Inspire leaders encourage a culture of collaboration and
innovation, recognizing that collective wisdom surpasses
individual intelligence.

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Three-Step Process to Overcome the Barrier

1.
Start with Humility
: Effective leadership stems from acknowledging one’s own
limitations and valuing others’ capabilities.
2.
Listen First and Demonstrate Respect
: Engaging with others’ ideas fosters an environment of
inspiration and trust.
3.
Embrace a Growth Mindset for Everyone
: Leaders should promote and believe in the potential of their
team members.

Conclusion

Effective leadership is rooted in the recognition that

teamwork, respect, and shared growth lead to greater
achievements. The essence of leadership is not to be the
smartest but to facilitate an environment where all can
contribute and thrive. As underscored in the chapter, "none of
us is as smart as all of us."

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Chapter 14 Summary : Barrier #5: “This
Is Who I Am”

CHAPTER 14: Barrier #5: “This Is Who I Am”

Overview of the Barrier

The phrase “I can’t change” often reflects a fixed mindset

that limits personal growth. Despite being relatable, such
statements indicate an acceptance of Command & Control
norms, which many have internalized through upbringing
and experiences. This mindset can hinder adaptation to
changing environments, necessitating a shift towards a
growth-oriented approach.

Understanding the Need to Change

It’s common for individuals to feel comfortable in their

familiar roles, thinking past methods were effective.
However, as executive coach Marshall Goldsmith noted,
what was successful in the past may not be suitable for future

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challenges. This calls for the need to unlearn outdated
approaches.

Embracing a Trust & Inspire Leadership Model

A shift to a Trust and Inspire leadership style enables

individuals to redefine their identity and leadership approach
amid a changing world. Leaders can choose to be the
programmers of their growth rather than remain constrained
by past experiences. Leadership qualities are not fixed; they
can be transformed through conscious choices.

Examples of Rescripting in Leadership

Real-life examples illustrate the power of rescripting:

-
April Wensel
transformed from a “jerk programmer” to a compassionate
leader, focusing on people-centered values in the tech
industry.
-
Ralph Stayer
shifted from a Command & Control style at Johnsonville
Sausage to a model that fosters collaboration and employee

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empowerment.
-
Andy Pearson
successfully adapted his leadership approach at YUM!
Brands, promoting a culture of recognition.
These examples underscore that anyone can choose to
reevaluate and evolve their leadership style, regardless of
past frameworks.

Rescripting in Life: The Example of Elizabeth

Smart

Elizabeth Smart's story highlights personal resilience. After

surviving a harrowing kidnapping, she chose to not let her
experience define her life. Instead, she became a mentor and
advocate, helping others facing similar struggles. Her journey
illustrates the ability to rewrite one’s narrative in the face of
adversity.

Call to Action: Write Your Own Story

Individuals are encouraged to take charge of their narratives

by recognizing barriers and actively choosing to rescript their
lives and leadership styles. Embracing a mindset of growth

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opens up endless possibilities for personal and communal
benefit.

Quick Assessment of Barriers

Reflect on the five common barriers to leadership

transformation, identifying which ones may obstruct your
progress toward becoming a Trust & Inspire leader.

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Chapter 15 Summary : Trust & Inspire
in Any Context: Parenting, Teaching,
Coaching… and More

Summary of Chapter 15: Trust & Inspire in Any

Context: Parenting, Teaching, Coaching, and More

Overview

Chapter 15 emphasizes the universal application of the "Trust

& Inspire" philosophy in various roles including parenting,
teaching, and coaching. It argues that each role allows
individuals to bring out the greatness in others by focusing
on trust and inspiration rather than control.

Illustrative Example: Parenting

The chapter opens with the story of Jonathan Horton, whose

parents recognized his climbing talent rather than merely
trying to control his behavior. This example highlights how
seeing and nurturing a child’s potential leads to success,

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exemplifying the "Trust & Inspire" approach versus the
"Command & Control" style, which can stifle growth.

Leadership in Various Roles

Regardless of context—family, work, or

community—leadership can differ significantly:
-
Personal Reflection
: Readers are prompted to evaluate their parenting or
leadership styles, assessing whether they are more Command
& Control or Trust & Inspire.
-
Positive Impact of Trust & Inspire
: When leaders adopt a Trust & Inspire style, the benefits
include increased trust and inspiration among those they lead.

Parenting Insights

-
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Over Control
Audioparenting is like
: The chapter asserts that effective
gardening, where parents cultivate conditions for their

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Best Quotes from Trust and Inspire by
Stephen M.R. Covey with Page Numbers
View on Bookey Website and Generate Beautiful Quote Images

Chapter 1 | Quotes From Pages 27-49

1.The world has changed. Our style of leadership
has not.
2.The difference between what we are doing and what we’re
capable of doing would solve most of the world’s
problems.
3.It’s time to change, for leadership to catch up with how
we’ve changed.
4.To inspire rather than require. To breathe life into rather
than to suffocate or extinguish.
5.You can influence human behavior in two ways: You can
manipulate it, or you can inspire it.
Chapter 2 | Quotes From Pages 50-70
1.Nothing fails like success.
2.Should you find yourself in a chronically leaking boat,
energy devoted to changing vessels is likely to be more

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 productive than energy devoted to patching leaks.
3.Command & Control doesn’t work anymore; it’s a relic of
the past.
4.Millennials don’t want to be managed, they want to be led.
5.Nothing engages people like being trusted.
6.To know and not to do is not to know.
7.Trust is what enables all of this to happen.
8.Every Airman, Every Day, an Innovator.
9.We are overmanaged and underled.
10.The need to move to a new style of leadership—relevant
for our times—has never been more important than now.
Chapter 3 | Quotes From Pages 71-79
1.A good intention, with a bad approach, often leads
to a poor result.
2.If we want to avoid the pitfall of our style not matching our
intent, we need to do reality checks now and then.
3.You know your own heart and your intent—but does your
style match it?
4.Style is a choice.

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5.Whatever your role or situation, your impact is completely
different when you approach it through the lens of Trust &
Inspire rather than Command & Control.
6.People don’t want to be managed; they want to be led.
7.Trust & Inspire is aligned with enduring principles, so it
works in any context and relationship, at any time, amid
any change.

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Chapter 4 | Quotes From Pages 83-99
1.People have greatness inside them…, so my job as
a leader is to unleash their potential, not control
them.
2.People are whole people…, so my job as a leader is to
inspire, not merely motivate.
3.There is enough for everyone…, so my job as a leader is to
elevate caring above competing.
4.Leadership is stewardship…, so my job as a leader is to put
service above self-interest.
5.Enduring influence is created from the inside out…, so my
job as a leader is to go first.
Chapter 5 | Quotes From Pages 100-124
1.Children have never been very good at listening to
their elders, but they have never failed to imitate
them.
2.True leaders are not chosen to lead by the Board of
Directors and shareholders. True leaders are chosen by
their teammates based on the respect they have earned, the

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 results they have achieved, and the confidence the team has
that the team will win with that leader in place.
3.Modeling is your 1st stewardship. The people around you
learn from you simply by being in your presence, either in
person or virtually. The question is, what are they learning?
4.Example is not the main thing in influencing others; it’s the
only thing.
5.Leadership is not a popularity contest; it’s a credibility
contest. It’s better to be trusted than to be liked.
6.When who we are speaks louder than what we say, people
respond.
7.It takes a lot of courage to take on tough issues, especially
with people you care about and love. In the long run, it
demonstrates more loyalty to and care for the person when
you are loyal to principles first.
8.The greatest test of courage is often doing the right thing,
especially when it’s hard or unrecognized.
9.Vulnerability is not weakness; it’s our greatest measure of
courage.

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10.The secret to Popeyes’ turnaround performance? We dared
to serve.
Chapter 6 | Quotes From Pages 125-146
1.If you are free, you need to free somebody else. If
you have power, then your job is to empower
somebody else.
2.When most people think about trust, they simply think
about trustworthiness. That’s not necessarily a bad thing –
rather, it’s not a bad start. It’s difficult to have real,
meaningful trust between people when one or both parties
isn’t worthy of it.
3.Trust is only achieved when someone is willing to extend it
to the other – to be trusting.
4.To be trusted is the most inspiring form of human
motivation. It brings out the best in us all.
5.Nothing is as inspiring as an offering of trust!
6.We need more trust in our world, not less. We need to be
more trusting, not less. We need more Trust & Inspire
leaders, not fewer.

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Chapter 7 | Quotes From Pages 147-172
1.All of us want to be inspired.
2.People Don’t Leave Organizations, They Leave Bad
Bosses.
3.Inspiration is contagious.
4.You do not have to be charismatic to be inspiring.
5.Everyone can inspire...People want to connect to a deep
sense of purpose, meaning, and contribution.
6.The essence of any organization is relationships with a
purpose.
7.We need leaders who inspire. It’s your job, and you can get
good at this!
8.The number one thing that you have to do as a leader, to
bolster the confidence of the people you lead.
Chapter 8 | Quotes From Pages 173-187
1.I never think of myself as being a woman CEO of
this company. I think of myself as a steward of this
great institution." — VIRGINIA, "GINNI",
ROMETTY, FORMER CHAIRMAN, AND CEO

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 OF IBM
2.Trust & Inspire leaders know it’s their job to 'get results in
a way that inspires trust.'
3.When we see ourselves as stewards, it brings out the best in
us—and in others.
4.The purpose of a stewardship agreement is to get results in
a way that grows people.
5.As a leader…, your principal job is to create an operating
environment where others can do great things." —
RICHARD TEERLINK, FORMER CEO OF
HARLEY-DAVIDSON
6.Agreements govern. Don’t lose sight of the fact that in at
least some situations, the relationship you’re building may
well be worth far more than the task the agreement was
intended to accomplish.
7.You might look at the 'green and clean' example and think,
'That’s fine if you’re a parent and can focus only on raising
kids. I’m a leader, and I have to deliver the 'grass'!'
8.The role of the manager, in short, is becoming that of a

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 coach." — HERMINIA IBARRA, PROFESSOR, AND
AUTHOR OF ‘ACT LIKE A LEADER, THINK LIKE A
LEADER'
Chapter 9 | Quotes From Pages 188-201
1.Real power has to do with one’s ability to influence
the hearts and minds of others." —THE DALAI
LAMA
2.To share your weakness is to make yourself vulnerable; to
make yourself vulnerable is to show your strength."
—CRISS JAMI, PHILOSOPHER AND POET
3.There’s never a time not to be a Trust & Inspire leader.
4.The standard of professionalism is not to break the rules or
do no harm. I argue that not breaking the rules and doing
no harm are the bare minimum of what employees should
and will want to do if they are given the chance to be
personally invested—inspired—in their work.
5.High expectations inspire no one, and trust doesn't work
without accountability.

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Chapter 10 | Quotes From Pages 205-211
1.Start where you are. Use what you have. Do what
you can." —ARTHUR ASHE, TENNIS
CHAMPION
2.If you think the problem is out there, that very thought is
the problem." —DR. STEPHEN R. COVEY
3.The solution to believing that 'this won’t work here', is to
first model, then mentor, creating a ripple effect.
4.Rather than thinking the problem is out there, which
renders you helpless to change it, you become the solution
to the problem.
5.Don’t underestimate your ability to influence others—your
family, your team, and even an entire organization.
6.Just start." —MEL ROBBINS, AUTHOR OF THE 5
SECOND RULE
Chapter 11 | Quotes From Pages 212-226
1.Ultimately, we know very deeply that the other
side of every fear is a freedom." — MARILYN
FERGUSON, AUTHOR

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2.You can never come up with enough rules for people you
don’t or can’t trust." — STEPHEN M.R. COVEY
3.There is actually more control in a Trust & Inspire culture
than in a rules-based culture." — STEPHEN M.R. COVEY
4.If you really want to keep control as a leader, you can’t do
it with rules. You can do it by extending smart trust." —
STEPHEN M.R. COVEY
5.When we trust people, they tend to trust us back, want to
perform, and rise to the occasion." — STEPHEN M.R.
COVEY
6.Trust is contagious." — STEPHEN M.R. COVEY
7.Great leaders not only extend trust to others, they also help
others gain trust and confidence in themselves." —
STEPHEN M.R. COVEY
8.Fear is a reaction; trust is a choice." — STEPHEN M.R.
COVEY
Chapter 12 | Quotes From Pages 227-230
1.When I let go of what I am, I become what I might
be. When I let go of what I have, I receive what I

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 need.
2.If you want something done right, you have to do it
yourself.
3.Failure is the pathway to growth and innovation.
4.We should always remember that people have greatness
inside them, and that the power is in the seed—knowing
that people have untapped potential.
5.When they heard it, the leadership team was aghast and
embarrassed. They didn’t blame their cashier and manager
for following the policy; instead, they blamed themselves
for having such a policy in the first place.

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Chapter 13 | Quotes From Pages 231-241
1.None of us is as smart as all of us.” — KEN
BLANCHARD, AUTHOR OF THE
ONE-MINUTE MANAGER
2.If you want to go fast, go alone. If you want to go far, go
together.” — AFRICAN PROVERB
3.You can do what I cannot do. I can do what you cannot do.
Together we can do great things.” — MOTHER TERESA
4.The person sitting at the apex of the intelligence hierarchy
is the genius maker, not the genius.” — LIZ WISEMAN,
AUTHOR OF MULTIPLIERS
5.Too often, our pride is what gets in the way. True leaders
are humble.
6.Listening shows up consistently as one of the lowest-rated
behaviors for nearly every leader, team, and organization.
7.If you want to encourage those around you to take chances,
to try new things, to share their ideas, you need to
communicate respect for them and their ideas.
8.It is the combination of all three steps—humility, listening

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 first and demonstrating respect, and embracing a growth
mindset for others—that allows you to create an
environment of collaboration and innovation.
Chapter 14 | Quotes From Pages 242-248
1.Through learning, we recreate ourselves. Through
learning, we become able to do something we were
never able to do. Through learning, we reperceive
the world and our relationship to it." —PETER
SENGE, AUTHOR OF THE FIFTH DISCIPLINE
2.What got you here won’t get you there." —MARSHALL
GOLDSMITH
3.We are not programs on a set course, laid out by someone
else, unable to choose our own path—we’re the
programmers.
4.The problem is never how to get new, innovative thoughts
into your mind, but how to get the old ones out." —DEE
HOCK, FOUNDER AND CEO EMERITUS OF VISA
5.All of us have the ability to rescript ourselves and become
a transition figure through our leadership—not only for our

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 teams and organizations, but also for our families and
communities.
6.You’re not a character in someone else’s story. You write
your own." —BRAD SMITH, FORMER CEO OF INTUIT
Chapter 15 | Quotes From Pages 250-270
1.The most important decision we will make: how to
remove barriers to people’s unique capabilities.
2.You can be a leader in any role. You don’t have to be given
the title to be a leader. You can make a difference to the
people you interact with in that role.
3.Trust & Inspire is not just about what you do, but who you
are.
4.A Trust & Inspire parent knows that children are capable of
growing into the best version of themselves.
5.You will see it in the way your students respond to you,
trust you, and work for you—and for themselves.
6.The four most powerful words are: I believe in you.
7.The greatness is in the seed, not the gardener.

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Trust and Inspire Questions
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Chapter 1 | The World Has Changed, Our Style of

Leadership Has Not| Q&A
1.Question
What is the main change occurring in the human
condition today according to Peter Drucker?
Answer:For the first time, substantial and rapidly
growing numbers of people have choices and will
have to manage themselves, which society is
unprepared for.

2.Question
What do Satya Nadella's leadership actions demonstrate
about the importance of trust in the workplace?
Answer:Nadella transformed Microsoft by adopting a Trust
& Inspire leadership style, emphasizing humility, empathy,
and collaboration, which re-engaged employees and
revitalized the company culture.

3.Question
How does the approach of Trust & Inspire differ from the

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traditional Command & Control style of leadership?
Answer:Trust & Inspire focuses on seeing and developing
the potential within people, while Command & Control
operates under a paradigm of position and power.

4.Question
What are the two epic imperatives of our time that
organizations must achieve?
Answer:Organizations must create a high-trust culture to
attract and retain top talent and must innovate and collaborate
to stay relevant in a changing world.

5.Question
Why is intrinsic motivation preferred over extrinsic
motivation in today's work environment?
Answer:Intrinsic motivation fosters ownership and passion,
leading to higher engagement and personal fulfillment,
whereas extrinsic motivation often leads to dependency and
limits potential.

6.Question
What critical skill shift must leaders adopt to meet the
demands of a diverse and rapidly changing workforce?

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Answer:Leaders must move away from traditional
management techniques and embrace a people-centered
approach that builds trust and inspires individuals.

7.Question
According to the book, why do many employees today feel
their work lacks significance?
Answer:Many workers feel disconnected and underutilized in
their roles, leading to feelings that their contributions do not
matter.

8.Question
What role does culture play in retaining talent and
advancing organizations according to the text?
Answer:A strong, positive culture based on trust enables
organizations to attract, engage, and inspire the best talent,
ultimately leading to success.

9.Question
How can leaders foster creativity and innovation within
their teams?
Answer:By creating an environment of trust where people
feel valued and free to express their ideas, leaders can inspire

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their teams to collaborate and innovate.

10.Question
What are the implications of the changing nature of work
and the workforce for leadership?
Answer:Leaders must adapt to increased collaboration,
flexibility, and diversity in their teams to effectively inspire
and engage today's workforce.

11.Question
What fundamental shift must occur in organizational
leadership as we transition into a new era?
Answer:Leadership must evolve from managing people
through control and compliance to inspiring and trusting
individuals to reach their full potential.
Chapter 2 | The Increasing Irrelevance of Command
& Control| Q&A
1.Question
What does the phrase 'Nothing fails like success' imply
for organizations facing new challenges?
Answer:It suggests that using outdated approaches,
which once led to success, can result in failure when

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addressing new and evolving challenges.
Organizations must adapt and innovate rather than
relying on past successes.

2.Question
How did Blockbuster's leadership style contribute to its
decline?
Answer:Blockbuster's adherence to traditional retail practices
and fear of abandoning its successful model prevented it
from adapting to the rise of digital streaming services like
Netflix. Failure to innovate and embrace change led to its
demise.

3.Question
What is the key to winning in the workplace according to
'Trust and Inspire'?
Answer:The most impactful way to attract and retain talent is
by creating a high-trust culture. Organizations that inspire
and trust their employees see higher engagement and
commitment.

4.Question
How does a 'Trust & Inspire' culture differ from

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'Command & Control'?
Answer:A 'Trust & Inspire' culture encourages creativity,
collaboration, and innovation by fostering an environment
where teams are trusted and empowered. In contrast,
'Command & Control' stifles these qualities due to a
fear-based approach.

5.Question
What role does trust play in employee engagement?
Answer:Trust is the primary driver of employee engagement.
When employees feel trusted, they are more likely to be
engaged, motivated, and willing to contribute their best
efforts.

6.Question
Why is it essential for leaders to move away from the
'Command & Control' style?
Answer:As the work environment changes, the 'Command &
Control' style becomes irrelevant, limiting organizations'
ability to innovate, collaborate, and respond to new
challenges. A shift to 'Trust & Inspire' is crucial for success.

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7.Question
How has trust influenced the success of companies like
Zoom?
Answer:Zoom's success stems from its culture of trust, where
employees are encouraged to innovate and collaborate. This
culture has driven exceptional growth, especially during the
pandemic, by enabling the rapid development of their
services.

8.Question
What can organizations do to effectively shift from
'Command & Control' to 'Trust & Inspire'?
Answer:Organizations need to identify and dismantle
outdated practices, adopt a mindset focused on trust and
empowerment, and provide opportunities for employees to
innovate and collaborate creatively.

9.Question
What are the implications of the phrase 'fish discover
water last' in the context of leadership?
Answer:It implies that we often remain oblivious to the
prevalent command-and-control culture that surrounds us

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until we consciously reflect on our practices and pursue
change.

10.Question
How can leaders inspire their teams to achieve better
performance?
Answer:By practicing trust and empowerment, allowing team
members to take risks, learn from failures, and actively
engage in collaborative efforts, leaders can inspire higher
performance and creativity.

11.Question
What is the relationship between inspiration and
productivity?
Answer:Inspiration significantly boosts employee
productivity, often resulting in higher performance compared
to just engagement. Inspired employees feel more fulfilled
and are more likely to produce exceptional results.

12.Question
How did Warren Buffett's metaphor of a 'leaking boat'
illustrate the need for change in organizations?
Answer:Buffett's metaphor highlights that focusing on fixing

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old methods (patching leaks) may be counterproductive,
implying that organizations should shift to new strategies
(finding a new boat) to thrive in changing environments.

13.Question
What are the fatal flaws of a traditional 'Command &
Control' culture in the context of today's workforce?
Answer:Such a culture creates fear and reduces innovation,
stifling risks and creativity among employees, ultimately
preventing organizations from realizing their full potential.

14.Question
What can be learned from Eric Yuan's leadership at
Zoom?
Answer:Eric Yuan demonstrates that trust is essential for
innovation and responsiveness. His approach emphasizes
listening to employees and being adaptable, fostering a
culture that prioritizes speed and creativity.

15.Question
Why is simply understanding new leadership styles not
enough to implement change?
Answer:Understanding leadership concepts often does not

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translate into practice. A shift in mindset and behavior is
required for leaders to genuinely implement 'Trust & Inspire'
principles in their organizations.

16.Question
What does a high-trust culture enable within a team?
Answer:It enables open communication, risk-taking,
collaboration, and higher performance, resulting in more
innovative solutions to challenges faced by the team.

17.Question
What crucial mindset shift is needed for effective
leadership in modern organizations?
Answer:Leaders need to move away from a fear-based,
control-oriented mindset and fully embrace trust,
collaboration, and purpose-driven engagement to lead
effectively in today’s rapidly changing world.

18.Question
What are the consequences of a leader failing to bridge
the gap between knowledge and practice?
Answer:Leaders who do not apply what they know may lack
credibility and fail to engage their teams, leading to higher

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turnover rates and reduced employee morale.

19.Question
How does the military's traditional leadership style relate
to today's challenges?
Answer:While military structures often embody clear
command and control, modern environments require agility
and trust. Even military leaders recognize the need for a
'Trust & Inspire' approach to navigate complex challenges
effectively.

20.Question
What are the societal pressures that perpetuate outdated
leadership practices?
Answer:Cultural norms, societal expectations, and the
practices of those around us often push leaders to conform to
outdated, command-and-control styles rather than evolving to
more effective, trust-based approaches.
Chapter 3 | Style Is Getting in the Way of Intent|
Q&A
1.Question
What is the primary issue leaders face that affects their

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effectiveness?
Answer:The primary issue leaders face is the gap
between their intentions and their behaviors, leading
to misunderstandings about their care for
employees.

2.Question
How does the perception of leadership differ between
leaders and their employees?
Answer:Leaders often see themselves as caring and
supportive, rating themselves highly, while employees rate
their leaders' care much lower, indicating a significant
disconnect.

3.Question
What advice did Indra Nooyi receive regarding
interactions with others?
Answer:Indra Nooyi's father advised her to 'always assume
positive intent,' which can transform the approach one takes
toward others.

4.Question
How can a leader's style impede their intent?

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Answer:A leader's style can lead them to react in ways that
contradict their intentions, causing a disconnect between how
they feel and how they are perceived.

5.Question
What does it mean to align one’s leadership style with
their intent?
Answer:Aligning one's style with intent means ensuring that
the way a leader behaves and the methods they use to lead
reflects their genuine care and concern for others.

6.Question
What paradigm is recommended for effective leadership,
according to the chapter?
Answer:The chapter emphasizes adopting a 'Trust & Inspire'
paradigm, positioning it as a more effective and timeless
approach to leadership compared to 'Command & Control.'

7.Question
What transformation did Art Barter undergo in his
leadership style?
Answer:Art Barter shifted from a 'Command & Control'
leadership style to a 'Trust & Inspire' approach, leading to

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significant improvements in company performance.

8.Question
Why is it crucial for leaders to understand the difference
between controlling and inspiring?
Answer:Understanding this difference is vital because
controlling leads to compliance, while inspiring fosters trust,
engagement, and motivation among team members.

9.Question
What kind of effects can a 'Trust & Inspire' meta-style
have on an organization?
Answer:A 'Trust & Inspire' meta-style can profoundly impact
an organization by fostering deep trust and cooperation
among team members, resulting in enhanced performance
and morale.

10.Question
Why is it important for leaders to conduct reality checks
regarding their intent and style?
Answer:Conducting reality checks helps leaders assess if
their behaviors align with their intentions, thereby ensuring
their style effectively communicates their care and

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commitment.

11.Question
What is the significance of principles in effective
leadership, as highlighted in the chapter?
Answer:Principles are universal truths that govern
effectiveness; leadership rooted in 'Trust & Inspire' aligns
with these principles, making it effective across all cultures
and contexts.

12.Question
What is a key mindset shift suggested for leaders who
want to improve their effectiveness?
Answer:A key mindset shift is to view leadership through the
'Trust & Inspire' lens rather than from a 'Command &
Control' perspective, which limits potential and growth.

13.Question
How can one differentiate between meta-style and
sub-style in leadership?
Answer:Meta-style refers to the overarching approach (like
'Trust & Inspire'), while sub-style consists of specific
techniques or methods used within that broader framework.

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14.Question
In what way can personal experiences impact leadership
style?
Answer:Personal experiences, particularly those that
challenge current beliefs, can catalyze significant shifts in
leadership style, as seen in Art Barter's transformation.

15.Question
What outcome can leaders expect when they successfully
align their style with their intent?
Answer:When leaders successfully align their style with their
intent, they can create a trusting and inspiring environment
that enhances motivation, productivity, and overall
satisfaction among team members.

16.Question
Why is the command & control paradigm considered
outdated?
Answer:The command & control paradigm is seen as
outdated because it fails to engage and inspire people,
whereas the 'Trust & Inspire' model is more effective and
relevant to today’s workforce.

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17.Question
How can leaders practically implement changes to their
style?
Answer:Leaders can implement changes to their style by
actively seeking feedback, reflecting on their intentions
versus behaviors, and committing to adopt more empowering
practices.

18.Question
How does the style of leadership affect team dynamics?
Answer:Leadership style directly influences team dynamics;
a 'Trust & Inspire' approach fosters collaboration and
innovation, while a 'Command & Control' style may stifle
creativity and initiative.

19.Question
What ultimate advantage do leaders gain by adopting a
'Trust & Inspire' stance?
Answer:By adopting a 'Trust & Inspire' stance, leaders create
a more engaged, loyal, and high-performing workforce,
ultimately leading to greater organizational success.

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Chapter 4 | The Fundamental Beliefs of a Trust &
Inspire Leader| Q&A
1.Question
What is the key difference between Command & Control
and Trust & Inspire leadership styles?
Answer:The key difference lies in the underlying
beliefs about people. Command & Control leaders
view people as controllable assets, whereas Trust &
Inspire leaders see individuals as fountains of
greatness, emphasizing unleashing potential rather
than managing behavior.

2.Question
How can a leader unleash the greatness within their
team?
Answer:Leaders can unleash greatness by recognizing and
communicating individuals' potential, creating an enabling
environment where people feel trusted and inspired to
contribute and innovate.

3.Question
What are the four fundamental beliefs of a Trust &

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Inspire leader?
Answer:1. People have greatness inside them; the leader’s
job is to unleash that potential. 2. People are whole
individuals; the leader’s job is to inspire, not just motivate. 3.
There is enough for everyone; the leader elevates caring
above competing. 4. Leadership is stewardship; the leader
puts service above self-interest.

4.Question
What is an abundance mindset and how does it differ
from a scarcity mindset?
Answer:An abundance mindset believes there is plenty for
everyone, fostering collaboration and mutual support, while a
scarcity mindset operates on the belief that resources are
limited, leading to competition and jealousy.

5.Question
Why is it important for leaders to communicate belief in
their team members?
Answer:Communicating belief in team members enhances
their self-confidence, self-trust, and perception of their

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capabilities, enabling individuals to recognize and strive
towards their potential.

6.Question
In what ways can a leader model the behavior they wish
to see?
Answer:By going first in actions like admitting mistakes,
showing vulnerability, and demonstrating trust and respect,
leaders create a culture that encourages the same behaviors in
others.

7.Question
How does the concept of stewardship shape leadership?
Answer:Stewardship emphasizes service and responsibility
for the growth and well-being of others, shifting focus from
self-interest to the collective success of the organization and
its members.

8.Question
What is the significance of seeing people as whole
individuals in leadership?
Answer:Recognizing that people have physical, emotional,
mental, and spiritual needs allows leaders to connect with

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them more effectively, fostering a supportive environment
that enhances overall performance.

9.Question
How can leaders inspire rather than simply motivate?
Answer:Leaders can inspire by igniting intrinsic motivation
and nurturing the passions and purposes of individuals, rather
than relying solely on external rewards or pressures.

10.Question
What impact does a leader's approach have on
organizational culture?
Answer:A Trust & Inspire leader cultivates a positive
organizational culture characterized by collaboration,
creativity, and a shared sense of purpose, while a Command
& Control leader often fosters a toxic environment of
competition and compliance.
Chapter 5 | The 1st Stewardship: Modeling, or ‘Who
You Are’| Q&A
1.Question
What makes a leader truly credible?
Answer:A leader's credibility is established through

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a combination of character and competence. A
leader must be trusted not only for their honest
intentions but also for their ability to deliver results.
This balance ensures that followers feel secure in
their leadership.

2.Question
How do leaders model behavior effectively?
Answer:Leaders model behavior effectively by embodying
the traits they wish to see in others. For instance, they
demonstrate humility and courage, and they are consistent in
their actions, which inspires confidence and encourages
similar behavior in their team.

3.Question
What role does vulnerability play in effective leadership?
Answer:Vulnerability allows leaders to connect genuinely
with their team. By admitting mistakes, asking for help, and
being open about challenges, leaders model authenticity,
which builds trust and fosters a supportive environment.

4.Question
Why is empathy crucial in leadership?

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Answer:Empathy is essential because it helps leaders to
understand the feelings and perspectives of their team
members. By actively listening and showing compassion,
leaders create a more cohesive and engaged organizational
culture, leading to better performance.

5.Question
Can you give an example of a leader demonstrating
humility and courage?
Answer:An example of a leader demonstrating both humility
and courage is Cheryl Bachelder, former CEO of Popeyes.
She focused on building trust with franchisees by listening to
their concerns without being defensive, displaying humility,
and taking decisive actions to address their feedback,
showcasing courage in leadership.

6.Question
What is the importance of authenticity in leadership?
Answer:Authenticity in leadership is vital because it fosters
trust and respect. When leaders are genuine and align their
true selves with their actions, they inspire others to do the

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same, creating a more engaged and motivated workforce.

7.Question
How does modeling influence organizational culture?
Answer:Modeling influences organizational culture by
setting the standard for behavior. Leaders who intentionally
demonstrate positive virtues such as empathy, authenticity,
and performance create an environment where these traits are
valued and replicated by their teams.

8.Question
How should leaders handle their mistakes?
Answer:Leaders should publicly acknowledge their mistakes
and take responsibility. By being transparent about failures
and committing to rectify them, they model accountability
and resilience, which encourages a culture of growth and
learning.

9.Question
Why is performance important in conjunction with
empathy and other virtues?
Answer:Performance is crucial because it validates the
leader's credibility and effectiveness. When leaders achieve

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results while also modeling empathy, they demonstrate that
success is attainable without compromising values, fostering
a trust-rich environment.

10.Question
What is the 'hidden agenda' in leadership conversations?
Answer:The 'hidden agenda' refers to unspoken motives or
objectives that individuals may have during discussions.
Acknowledging and addressing these hidden agendas fosters
genuine communication and transparency, which can
enhance trust and collaboration among team members.

11.Question
In what ways can leaders 'declare themselves'?
Answer:Leaders can 'declare themselves' by openly sharing
their values, goals, and intentions with their teams. This
practice builds trust and alignment, setting a tone of
vulnerability and openness, which fosters deeper
relationships and collaboration.

12.Question
What are some key behavioral virtues that leaders should
model?

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Answer:Key behavioral virtues that leaders should model
include humility, courage, authenticity, vulnerability,
empathy, and performance. Each of these traits is interrelated
and contributes to a leader's overall effectiveness and rapport
with their team.

13.Question
How can leaders be both humble and courageous?
Answer:Leaders can be humble by recognizing their
limitations and valuing others' input, while being courageous
by making tough decisions based on principles rather than
popularity. This combination allows them to foster trust
while steering their team effectively.

14.Question
What did Mahatma Gandhi teach about authenticity?
Answer:Mahatma Gandhi taught that true authenticity comes
from having congruence between one’s thoughts, feelings,
words, and actions. His ability to align all aspects of his life
created profound integrity and allowed him to influence
others effectively.

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15.Question
How can leaders measure their influence as role models?
Answer:Leaders can measure their influence by seeking
feedback from their teams on their perceived credibility,
moral authority, and ability to model desired behaviors.
Self-reflection and awareness of how their actions align with
their words are critical.

16.Question
Why is self-evaluation essential for leaders?
Answer:Self-evaluation is essential for leaders as it fosters
self-awareness, helping them identify areas for improvement
in their leadership style. It ensures that their actions align
with their intentions and the standards they set for their team.
Chapter 6 | The 2nd Stewardship: Trusting, or ‘How
You Lead’| Q&A
1.Question
Who in your life has shown you trust and how did it
impact you?
Answer:Reflect on a person who trusted you deeply,
like John Walsh did for me during my first job. His

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belief in me ignited my potential and fostered my
desire to prove that trust was well-placed, leading to
incredible personal and professional growth.

2.Question
What is the difference between trustworthiness and trust?
Answer:Trustworthiness is about being credible and reliable.
Trust, however, requires extending that reliability to others.
You can have two trustworthy individuals who do not trust
each other if neither is willing to put their faith in the other.

3.Question
How do expectations play a role in building trust?
Answer:Clarifying expectations is essential. For example,
when Jim Gash became president, he established a tone of
trust by asking Michael if his decision was the best thinking
and fair, thus setting clear standards for accountability and
building an environment where trust could flourish.

4.Question
What does it mean to be a 'Trust & Inspire' leader?
Answer:To be a 'Trust & Inspire' leader means to lead by

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extending trust rather than withholding it. This involves
viewing people's potential positively and empowering them,
which fosters confidence, results, and a thriving
organizational culture.

5.Question
How can extending trust transform relationships?
Answer:Extending trust transforms relationships by creating
a powerful cycle of reciprocity. For instance, after being
trusted, individuals will likely respond by trusting others,
thus enhancing overall collaboration and results. Like Leo in
my daughter's volleyball team, who blossomed and became a
leader after being given a chance.

6.Question
What is the 'First-Truster Advantage'?
Answer:The 'First-Truster Advantage' suggests that by being
the first to extend trust, a leader reaps the benefits of higher
morale, improved relationships, and enhanced performance,
setting a positive example for others to follow.

7.Question
Why is it necessary to cultivate a culture of trust in

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organizations?
Answer:Cultivating a culture of trust in organizations is
crucial as it leads to higher engagement, better performance,
and a more enjoyable workplace. Companies like Siemens
show that trusting employees creates a more empowered
workforce which enhances success and satisfaction.

8.Question
What strategies can leaders use to practice accountability
while extending trust?
Answer:Leaders can practice accountability by first holding
themselves accountable, which models expected behavior for
others. They should also clarify expectations, engage in
mutual agreements regarding responsibilities, and maintain
open communication to establish a culture of growth and
trust.

9.Question
In what ways does extending trust contribute to personal
well-being?
Answer:Extending trust contributes to personal well-being by

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fostering happier, healthier relationships. Research indicates
that people in trusting environments experience lower stress
and greater fulfillment, enhancing their overall quality of life.

10.Question
How can individuals identify who to extend trust to in
their lives?
Answer:To identify whom to extend trust to, consider who
exhibits qualities of responsibility, integrity, and capability.
Reflect on your relationships and think about those who
inspire you or have shown potential that you could help
unlock.

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Chapter 7 | The 3rd Stewardship: Inspiring, or
‘Connecting to Why’| Q&A
1.Question
What is a key trait of inspiring leaders according to the
chapter?
Answer:Inspiring leaders provide a sense of purpose
and belonging, which motivates people to act not out
of obligation but out of inspiration.

2.Question
Why do people leave organizations according to Gallup's
study mentioned in the chapter?
Answer:People often leave organizations because of their
managers; specifically, 50% reported leaving to get away
from a bad boss.

3.Question
How can leaders increase their ability to inspire others?
Answer:Leaders can increase their ability to inspire by
connecting authentically with themselves, their relationships,
and their teams.

4.Question

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What is the significance of self-reflection in finding one’s
'why'?
Answer:Self-reflection is crucial for leaders to understand
what truly matters to them, which enables them to
authentically inspire others.

5.Question
How does caring for others enhance a leader's
effectiveness?
Answer:By prioritizing care over competing interests, leaders
can foster an abundance mentality that inspires connection
and loyalty among team members.

6.Question
What are the three levels of connection a leader should
focus on to inspire?
Answer:Leaders should focus on connecting with
themselves, their relationships, and their teams.

7.Question
What does purpose-driven work lead to for employees?
Answer:Purpose-driven work increases employee
engagement, satisfaction, and a sense of belonging,

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ultimately driving higher performance.

8.Question
Why isn't mere motivation enough in leadership?
Answer:Mere motivation often lacks depth; true inspiration
connects individuals’ personal goals to a collective purpose,
fostering deeper commitment.

9.Question
How does inspiring others relate to a leader's impact on
their organization?
Answer:When leaders inspire, they create a culture of trust
and enthusiasm, leading to significant improvements in both
individual and organizational performance.

10.Question
What lesson does President Kennedy’s interaction with
the NASA janitor illustrate?
Answer:It illustrates how a strong sense of purpose can
permeate all levels of a workforce, allowing even the janitor
to feel his work contributes to a larger goal.

11.Question
What do people often seek beyond financial compensation

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in their jobs?
Answer:People seek meaning, impact, and the opportunity to
contribute to something larger than themselves, beyond just
monetary compensation.

12.Question
What is the meaning behind the statement 'Life is about
contribution, not accumulation'?
Answer:This statement highlights that true fulfillment comes
from making a difference and contributing to others, rather
than just acquiring wealth or possessions.

13.Question
How does Satya Nadella exemplify Trust and Inspire
leadership?
Answer:He exemplifies this by modeling humility, trusting
his team, and inspiring them through a shared vision and
sense of purpose, transforming Microsoft in the process.

14.Question
What does 'connecting to purpose' achieve for
employees?
Answer:Connecting to purpose inspires and motivates

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individuals, fostering a deeper sense of belonging and
commitment to their work.

15.Question
What does it mean to inspire rather than just motivate?
Answer:Inspiring goes beyond mere motivation to invoke a
deeper connection, passion, and enthusiasm among team
members.

16.Question
What is the ultimate compliment one can receive as a
leader?
Answer:The greatest compliment is to hear someone say,
'You inspire me,' which signifies respect, trust, and influence.

17.Question
Why is building relationships important for leaders?
Answer:Building relationships allows leaders to inspire and
connect with team members on a personal level, enhancing
trust and collaboration.

18.Question
How can leaders help individuals intersect personal and
organizational purposes?

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Answer:Leaders can help by guiding individuals to recognize
how their personal goals align with the organization's
mission, enhancing engagement and performance.

19.Question
What can leaders do if their organization's purpose
doesn't naturally inspire?
Answer:They can creatively reframe the meaning of the
work, illustrating how each job contributes to a greater
mission or societal impact.

20.Question
What is the relationship between inspiration and
performance in organizations?
Answer:Organizations led by inspiring leaders tend to see
enhanced performance and collaboration as employees feel
motivated to contribute their best efforts.
Chapter 8 | Stewardship Agreements| Q&A
1.Question
What is the central concept of stewardship in leadership
as discussed in this chapter?
Answer:The central concept of stewardship in

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leadership is that leaders see themselves as
caretakers or stewards of their teams and
organizations. This means they are responsible not
just for achieving results, but for doing so in a way
that builds trust and inspires others. Stewardship
transcends traditional management approaches by
emphasizing collaboration and mutual
accountability.

2.Question
How can leaders overcome the false dichotomy of task vs.
relationship?
Answer:Leaders can overcome the false dichotomy of task
versus relationship by adopting a 'Trust & Inspire' approach,
where they focus on achieving results while also nurturing
relationships. This involves understanding that both aspects
are intertwined and that how one accomplishes tasks directly
affects team morale and trust.

3.Question
What are the crucial elements that must be included in a
stewardship agreement?

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Answer:There are five crucial elements that must be included
in a stewardship agreement: 1) Desired Results - clearly
stating what needs to be accomplished; 2) Guidelines -
establishing parameters within which to work; 3) Resources -
identifying available support; 4) Accountability - defining
how progress will be assessed; 5) Consequences -
understanding the outcomes of achieving or not achieving the
desired results.

4.Question
How does a 'Trust & Inspire' approach benefit leadership
and organizational culture?
Answer:A 'Trust & Inspire' approach cultivates a healthy
organizational culture by empowering individuals, fostering
self-accountability, and encouraging open dialogue about
expectations and results. It shifts the paradigm from control
and oversight to partnership and coaching, leading to
increased commitment, innovation, and overall success.

5.Question
Explain how the concept of stewardship agreements is
applicable in a remote work environment.

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Answer:In a remote work environment, stewardship
agreements are particularly applicable as they facilitate clear
communication of expectations and mutual trust without the
traditional oversight of in-person management. They allow
for greater autonomy, encouraging employees to take
ownership of their work while ensuring alignment with
organizational goals through established accountability
processes.

6.Question
How does the idea of 'walking the yard' in stewardship
agreements enhance accountability?
Answer:The idea of 'walking the yard' enhances
accountability by fostering a culture of self-evaluation among
team members. Instead of being judged solely by a manager,
individuals assess their performance against mutually agreed
standards, promoting personal responsibility and intrinsic
motivation.

7.Question
In what way can stewardship agreements lead to personal
growth and development for team members?

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Answer:Stewardship agreements can lead to personal growth
and development by providing individuals with the
autonomy to determine how they achieve goals. This
empowerment cultivates a sense of ownership, fosters
learning opportunities, and encourages individuals to take
initiative, which can lead to enhanced skills and confidence.

8.Question
What approach should leaders take when faced with the
violation of a stewardship agreement?
Answer:When faced with the violation of a stewardship
agreement, leaders should address the behavior rather than
attack the individual. This involves revisiting the agreement,
discussing what went wrong in a constructive manner, and
working collaboratively to understand how to prevent similar
issues in the future. The focus should be on growth and
learning rather than punishment.

9.Question
Why is it important for leaders to build trust before
implementing stewardship agreements?

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Answer:Building trust is essential before implementing
stewardship agreements because it creates an environment
where individuals feel safe to take risks, share ideas, and
hold themselves accountable. Without trust, the agreements
may be viewed as mere formality rather than a genuine
commitment to mutual success.

10.Question
What does the author mean by saying, 'your principal job
is to create an operating environment where others can
do great things'?
Answer:The author emphasizes that a leader's primary role is
to facilitate an environment conducive to success, where
team members feel supported, valued, and empowered to
contribute their best work. This involves removing barriers,
providing resources, and fostering a culture of trust and
inspiration.
Chapter 9 | What Trust & Inspire Is ‘Not’| Q&A
1.Question
What does Trust & Inspire leadership fundamentally
reject?

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Answer:Trust & Inspire leadership rejects the
notion that leadership is about exhibiting control
and dominance. It is not about making unilateral
decisions or exercising authority through fear, but
rather fostering an environment where
collaboration, trust, and inspiration take
precedence.

2.Question
How does Trust & Inspire differ from traditional
leadership approaches?
Answer:Unlike traditional leadership that often relies on a
Command & Control model, Trust & Inspire prioritizes
engaging team members in the decision-making process,
encouraging creative insights, and recognizing each
individual's potential, rather than managing them with strict
rules and oversight.

3.Question
What are some common misconceptions about Trust &
Inspire leadership?

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Answer:Many might perceive Trust & Inspire leadership as
weak or lacking control. Others might mistakenly believe it
means having no expectations or structure, which is
incorrect. In fact, it involves setting high performance
expectations while empowering team members with trust and
support.

4.Question
Why is vulnerability an important aspect of Trust &
Inspire leadership?
Answer:Vulnerability is vital because it engenders trust and
authenticity. When leaders show their human
side—admitting faults, asking for help, or being open about
uncertainties—they foster a environment where team
members feel safe to express themselves and contribute
meaningfully.

5.Question
How does Trust & Inspire leadership help with team
accountability?
Answer:Trust & Inspire leadership cultivates accountability

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by instilling a sense of personal commitment within team
members. When individuals feel trusted and inspired, they
are more likely to take ownership of their tasks and
contribute to collective goals, reducing the need for
micromanagement.

6.Question
Can you provide an example of how a Trust & Inspire
leader interacts with their team?
Answer:A Trust & Inspire leader would engage in open
dialogues with their team, actively listen to feedback, and
integrate insights into decision-making. Rather than simply
issuing commands, they would involve the team in shaping
the mission and vision, thus encouraging ownership and
motivation.

7.Question
What is the relationship between Trust & Inspire and
high expectations?
Answer:Trust & Inspire leadership is intrinsically linked to
high expectations. Leaders who adopt this style believe in the

Scan to Download
potential of their team and set ambitious goals, empowering
individuals to strive for excellence while providing the
necessary support and resources to achieve those goals.

8.Question
What practical steps can leaders take to transition to a
Trust & Inspire approach?
Answer:Leaders can start by practicing active listening,
encouraging open communication, seeking feedback
regularly, and recognizing individual contributions. They
should also work to create a safe space for innovation, where
team members are comfortable taking risks and exploring
new ideas.

9.Question
How can Trust & Inspire leadership impact workplace
culture?
Answer:Trust & Inspire leadership can significantly enhance
workplace culture by fostering collaboration, encouraging
creativity, and building morale. This approach leads to
increased engagement and productivity, creating a positive

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feedback loop that benefits both leaders and their teams.

10.Question
Why is it important for leaders to have a clear vision
while implementing Trust & Inspire?
Answer:Having a clear vision is essential because it provides
direction and purpose. While leaders should cultivate
collaboration, they still need a decisive strategy to guide their
teams toward common goals, ensuring that everyone's
contributions align with the organization's mission.

11.Question
In what ways can Trust & Inspire leadership be beneficial
beyond the workplace?
Answer:Trust & Inspire principles are applicable in all areas
of life, including parenting, community engagement, and
personal relationships. They foster environments of mutual
respect, understanding, and support, which can lead to more
meaningful and productive interactions.

12.Question
What is the ultimate goal of implementing Trust &
Inspire?

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Answer:The ultimate goal of implementing Trust & Inspire is
to unlock the full potential of individuals and teams, leading
to enhanced collaboration, innovation, and success. It aims to
create cultures where people feel valued and inspired to
contribute their best.

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Chapter 10 | Barrier #1: “This Won’t Work Here”|
Q&A
1.Question
What are common excuses people make for why a Trust
& Inspire approach won't work in their situation?
Answer:People often cite their bosses, companies,
industries, time constraints, lack of buy-in, or
personal circumstances as reasons that a Trust &
Inspire approach won't work.

2.Question
How can one effectively identify what they can influence
in their work environment?
Answer:List reasons why a Trust & Inspire style won't work,
then identify parts that can be influenced and circle those
items to distinguish between concerns and influences.

3.Question
Is it possible to lead by example in a challenging
corporate environment?
Answer:Yes, even in a challenging environment, individuals
can start by reflecting on their behavior and modeling the

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desired changes within their own circle.

4.Question
What is a critical first step towards creating a change in
leadership style?
Answer:Start with modeling desired behaviors and changing
one's mindset from a victim mentality to one of being part of
the solution.

5.Question
Can you share a real-life example of someone successfully
using the Trust & Inspire approach despite challenges?
Answer:Janita, an upper mid-level leader, started
implementing a Trust & Inspire approach with her team,
which led to success and eventual recognition from her CEO,
despite initial resistance.

6.Question
What mindset shift is crucial for overcoming the belief
that 'this won't work here'?
Answer:Shifting from a mindset of helplessness to one of
inquiry, such as 'How can this work here?' enables proactive
thinking and action toward change.

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7.Question
How does one become a mentor while practicing Trust &
Inspire leadership?
Answer:By first being a model of the desired behavior,
individuals can help guide others in their growth, fostering an
environment of trust and collaboration.

8.Question
What can an individual do if external systems and
structures seem unchangeable?
Answer:While some systems are fixed, individuals can
change their communication and approach toward those
systems, influencing their environment positively.

9.Question
What belief about leadership is essential for enacting
change from the inside out?
Answer:The belief that individuals can be part of the solution
and drive change within their scope of influence is essential
for effective leadership.

10.Question
What overarching principle should guide leaders in a

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Command & Control culture wishing to transition to
Trust & Inspire?
Answer:Leaders should focus on modeling desired behaviors
before they seek external validation or permission from
higher-ups, effectively becoming change agents.
Chapter 11 | Barrier #2: Fear—or “But What If…”|
Q&A
1.Question
How can trust help overcome fear in leadership?
Answer:Trust acts as a powerful antidote to fear.
When leaders extend trust to their teams, they
empower them to take initiative and speak up, which
can mitigate fears surrounding decision-making. For
example, by believing in their team’s abilities,
leaders can foster a culture where individuals feel
more confident to act, leading to better results.
Ultimately, self-trust can evolve within team
members, allowing them to embrace their roles
without the paralyzing grip of fear.

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2.Question
What is 'smart trust' in a Trust & Inspire leadership
style?
Answer:'Smart trust' refers to extending trust judiciously,
taking into account the risks and the context of the situation
at hand. This means not trusting blindly, but rather assessing
individuals' credibility and the specifics of each situation to
make informed decisions about where to place trust. It
emphasizes a balanced approach where trust is given based
on circumstances, and leaders focus on building a foundation
of trust that encourages good judgment.

3.Question
What mindset shift must leaders undergo to inspire a
team?
Answer:Leaders must adopt an abundance mentality,
recognizing that others' success does not diminish their own.
This mindset shift allows leaders to celebrate team
accomplishments, fostering a collaborative environment. By
focusing on contributions rather than accumulation, leaders

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can inspire their teams, knowing that their support and
encouragement facilitate greater achievements for everyone
involved.

4.Question
How does fear of losing control manifest in a command
and control leadership style?
Answer:Fear of losing control in a command and control
environment often leads to micromanagement, where leaders
feel compelled to oversee every detail of their team's work.
This behavior can stifle creativity and initiative, resulting in
disengaged employees. By clinging to control through rules
and compliance, leaders miss the opportunity to inspire trust,
which is ultimately more effective for managing a team.

5.Question
How can leaders transform the fear of failure into a
learning opportunity?
Answer:Leaders can view failure as an integral part of the
innovation process by embracing a mindset of 'fail fast, learn
faster.' They should encourage risk-taking and

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experimentation within a safe environment, where team
members feel secure to share ideas without fear of
repercussions. This way, potential failures become learning
lessons that propel the team toward successful outcomes
instead of being seen as setbacks.

6.Question
What practical steps can leaders take to rebuild trust
after betrayal?
Answer:Rebuilding trust after betrayal requires leaders to
exercise good judgment and not let one bad experience
dictate their approach to others. They should assess each
situation individually, extending trust to those who have
proven their trustworthiness while setting clear expectations
and boundaries where necessary. Creating open
communication channels also allows team members to
express concerns and build rapport, ultimately fostering a
renewed sense of connection.

7.Question
How important is self-trust in fostering trust in others?

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Answer:Self-trust is crucial because it establishes a leader's
credibility. When leaders believe in their own abilities and
values, they can extend that trust to others more effectively.
By modeling vulnerability, humility, and authenticity,
leaders can instill confidence in their teams, enabling them to
trust themselves and each other. This mutual trust creates a
supportive environment that enhances performance and
collaboration.

8.Question
In what ways can leaders shift from a scarcity mindset to
an abundance mindset?
Answer:Leaders can shift to an abundance mindset by
recognizing the infinite potential within their teams and
understanding that collaboration leads to shared success. This
shift involves celebrating individual and team achievements,
encouraging contributions, and valuing the diverse talents
present within the group. By promoting an environment
where everyone feels valued, leaders inspire a culture of
generosity and partnership.

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9.Question
What role does humility play in Trust & Inspire
leadership?
Answer:Humility is essential in Trust & Inspire leadership as
it allows leaders to recognize their limitations and be open to
learning from others. This openness fosters a culture of trust,
as team members see their leaders as relatable and
approachable. Humble leaders also empower their teams,
inviting feedback and ideas that ultimately lead to better
decision-making and innovation.

10.Question
How can the concept of 'good judgment' enhance team
dynamics?
Answer:Promoting 'good judgment' within a team enhances
dynamics by encouraging individuals to use their discretion
and expertise. Leaders who trust their team members to make
decisions foster a sense of ownership and accountability.
This autonomy leads to increased engagement and
motivation among team members, resulting in a collaborative

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atmosphere where diverse ideas and solutions can flourish.
Chapter 12 | Barrier #3: “I Don’t Know How to Let
Go”| Q&A
1.Question
Why is letting go of control so challenging for many
individuals?
Answer:Letting go of control often feels impossible
because many people associate it with a loss of
power or competence. The desire for constant
control is deeply ingrained, providing a false sense
of security and competence that connects back to
one’s identity. This habit of wanting to do
everything themselves arises from frustration and a
fear that things will not meet their standards if
entrusted to others.

2.Question
What are the consequences of not letting go, especially in
leadership roles?
Answer:The inability to let go can lead to damaging morale,
stifle creativity, and foster a disengaged environment. When

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leaders cling too tightly to control, they hinder their team's
growth and creativity, ultimately leading to a cycle of distrust
and employee disenfranchisement.

3.Question
How can a Trust & Inspire leader approach letting go?
Answer:A Trust & Inspire leader approaches letting go by
embracing a high tolerance for failure, viewing it as a
pathway to growth and innovation. They establish clear
expectations while simultaneously trusting their team to take
ownership of tasks, allowing for experimentation and
personal development.

4.Question
Can you provide an example that illustrates the benefits
of letting go?
Answer:One significant example is that of a high school
teacher who allowed her students to choose their own final
project. By stepping away from the standardized
assignments, she witnessed her students produce a range of
creative works that far exceeded her expectations, including

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poems and a dance performance. This approach not only
empowered her students but also reignited their passion for
learning.

5.Question
What lesson can be learned from the grocery store story
regarding policies and control?
Answer:The grocery store incident illustrates that rigid
adherence to policies can lead to loss of customer trust and
subsequently damage business relationships. It emphasizes
the importance of flexibility and discernment in
leadership—letting go of antiquated rules to foster a culture
of empowerment and customer service.

6.Question
What should leaders remember about the potential within
their teams?
Answer:Leaders should always remember that every
individual possesses untapped potential and greatness. By
creating an environment where people feel safe to experiment
and possibly fail, they enable their teams to thrive and

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innovate.

7.Question
How can organizations evaluate and adjust their policies?
Answer:Organizations should routinely ask themselves: if
they did not have a particular policy in place today, would
they create it now? If the answer is no, it’s time to let it go in
order to adapt and improve the organizational culture.

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Chapter 13 | Barrier #4: “I’m the Smartest One in
the Room”| Q&A
1.Question
What does the phrase 'none of us is as smart as all of us'
mean in a leadership context?
Answer:It emphasizes the importance of
collaboration and collective intelligence. Effective
leaders recognize that leveraging diverse
perspectives and ideas from their teams leads to
better decision-making and innovation than relying
solely on their own insights.

2.Question
How does a Command & Control approach negatively
impact team dynamics?
Answer:A Command & Control style can lead to
disengagement among team members who feel their input is
neither valued nor considered. This creates a culture of
cynicism and demotivation, stifling creativity and
collaboration.

3.Question

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What are the dangers of believing you are the 'smartest'
person in the room?
Answer:This belief can create an environment where others
feel discouraged to contribute, leading to a cycle of
unproductive dynamics. The leader may miss out on valuable
insights and alienate team members who have the potential to
enhance performance.

4.Question
Can you provide an example of a leader who embodies
the Trust & Inspire mindset?
Answer:Indra Nooyi, former CEO of PepsiCo, exemplifies
this mindset by recognizing the strengths of her peers.
Instead of viewing herself as the smartest in the room, she
sought collaboration with Mike White, valuing his talent and
insights, which ultimately benefited the organization.

5.Question
What steps can a leader take to shift from a Command &
Control mindset to a Trust & Inspire approach?
Answer:Leaders can start by practicing humility, listening

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with the intent to understand their team members, and
demonstrating respect for their ideas. Embracing a growth
mindset for both themselves and their collaborators can
foster a more inclusive and innovative environment.

6.Question
What impact does listening have on leadership
effectiveness?
Answer:Listening fosters an environment of trust and
respect, enabling leaders to gain deeper understanding and
insights from their team. It encourages open communication
and collaboration, which are essential for innovative
problem-solving.

7.Question
What is the role of humility in effective leadership?
Answer:Humility allows leaders to prioritize the strengths
and contributions of others, creating a culture where team
members feel valued. This openness enhances team cohesion
and encourages individuals to share ideas and insights freely.

8.Question
How can the belief in a fixed mindset hinder a leader's

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effectiveness?
Answer:A fixed mindset leads leaders to label team members
based on initial impressions, stifling growth and potential.
This can create an environment where employees feel
trapped in their roles and unable to express their full
capabilities.

9.Question
How does a leader demonstrate respect for ideas, even
those they disagree with?
Answer:By actively listening, acknowledging the
contributions of others, and providing constructive feedback
without belittling or dismissing their input. This shows that
all ideas are valued and fosters a more inclusive dialogue.

10.Question
What proverb underscores the value of teamwork in
achieving long-term goals?
Answer:As the African proverb states, 'If you want to go fast,
go alone. If you want to go far, go together.' This highlights
the importance of collaboration in achieving sustainable

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success.

11.Question
In what ways do trust and collaboration lead to better
innovation?
Answer:Trust encourages open communication and
risk-taking, allowing team members to share daring ideas
without fear of criticism. Collaboration harnesses diverse
thought processes, leading to creative solutions that one
person alone might not conceive.

12.Question
What is the main takeaway from Chapter 13 regarding
leadership styles?
Answer:Effective leadership is about inspiring and trusting
others, rather than controlling them. Leaders who embrace
their team's strengths create a collaborative environment that
fosters innovation, growth, and mutual respect.
Chapter 14 | Barrier #5: “This Is Who I Am”| Q&A
1.Question
What is the key message regarding personal change in
this chapter?

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Answer:The key message is that individuals have the
power to change and rescript their lives, despite
their past experiences or current circumstances.
This is emphasized through the idea that we are the
programmers of our own lives, not just products of
our past or fixed mindsets.

2.Question
How can people overcome the mindset of 'This is who I
am'?
Answer:People can overcome this mindset by recognizing
that they are not defined by their past but can choose to
reprogram their thoughts, behaviors, and approaches. This
involves seeking new models of leadership, finding mentors,
and being open to growth and change.

3.Question
What are some examples of individuals who successfully
rescripted their lives?
Answer:Examples include April Wensel, who transformed
from a stereotypical 'jerk programmer' to a compassionate

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leader in the tech industry, and Ralph Stayer, who shifted
from a Command & Control leadership style to a Trust &
Inspire approach at Johnsonville Sausage. Elizabeth Smart is
another powerful example, as she turned her traumatic
kidnapping experience into a foundation for helping others.

4.Question
What role does learning play in personal transformation?
Answer:Learning plays a critical role in personal
transformation as it enables individuals to reinterpret their
experiences, develop new skills, and adopt new beliefs about
themselves. Through learning, one can redefine who they are
and what they are capable of.

5.Question
What is the significance of the phrase 'We are the ones
writing the program'?
Answer:This phrase signifies that individuals have the
autonomy and responsibility to shape their own futures.
Instead of seeing themselves as fixed entities, they can
actively choose to change, grow, and pursue new paths.

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6.Question
How does the chapter suggest we can support others in
their transformation?
Answer:The chapter suggests we can support others by
creating environments of Trust & Inspire, offering
mentorship, and promoting a culture that encourages growth,
compassion, and collaboration. This can uplift not only
individuals but entire teams and communities.

7.Question
What does Elizabeth Smart’s story teach us about
resilience?
Answer:Elizabeth Smart’s story teaches us that resilience lies
in our ability to choose how we respond to traumatic
experiences. By actively choosing to help others and
advocate for change, she demonstrated that individuals can
transform their pain into purpose and inspire others to do the
same.

8.Question
Why is a 'growth mindset' essential according to this
chapter?

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Answer:A growth mindset is essential because it empowers
individuals to view challenges as opportunities for growth,
rather than as insurmountable barriers. This mindset fosters a
culture of learning and progress, which is crucial for personal
and collective development.

9.Question
What is the first step to rescripting according to the
chapter?
Answer:The first step to rescripting is to find new models of
Trust & Inspire leadership that can replace old Command &
Control styles, thus enabling a shift in mindset and
behaviors.

10.Question
How can leaders facilitate rescripting in their
organizations?
Answer:Leaders can facilitate rescripting by modeling the
desired behaviors, encouraging their teams to take ownership
of their roles, and sharing the principles of Trust & Inspire as
a guiding framework for engagement and collaboration.

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Chapter 15 | Trust & Inspire in Any Context:
Parenting, Teaching, Coaching… and More| Q&A
1.Question
What is the fundamental difference between a Command
& Control style and a Trust & Inspire style when it comes
to parenting, teaching, or coaching?
Answer:The fundamental difference lies in the
approach taken to influence and uplift others. A
Command & Control style emphasizes authority,
compliance, and control, often leading to
disengagement and resentment. In contrast, a Trust
& Inspire style focuses on empowering individuals,
seeing their potential for greatness, and fostering a
supportive environment that encourages growth and
self-discipline.

2.Question
How can parents see the greatness within their children
even amidst behavioral issues?
Answer:Parents can see the greatness within their children by
shifting their perspective to appreciate the child's unique

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abilities and potential rather than focusing solely on negative
behaviors. It's crucial to communicate acceptance and
validation, enabling the child to flourish in an environment
where they feel valued.

3.Question
What is an effective way to inspire children according to
the Trust & Inspire philosophy?
Answer:An effective way to inspire children is by connecting
with them personally, showing genuine care and interest in
their passions, and involving them in meaningful discussions
and decisions about family life, thus affirming their worth
and encouraging them to take pride in their contributions.

4.Question
In what ways can teachers adopt a Trust & Inspire
approach in their classrooms?
Answer:Teachers can adopt a Trust & Inspire approach by
building meaningful relationships with students,
demonstrating empathy, and showing consistent belief in
their potential. Rather than merely enforcing rules, they

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should strive to understand each student's individuality,
encourage creativity, and foster a sense of belonging in the
classroom.

5.Question
How may the role of a Trust & Inspire coach differ from
a traditional coach?
Answer:A Trust & Inspire coach builds relationships based
on trust and respect, encouraging athletes to reach their full
potential rather than relying on fear or aggression. This
approach focuses on personal growth, motivation, and
creating an environment where players feel empowered to
take risks and learn.

6.Question
How can leaders in education create a Trust & Inspire
culture in their schools?
Answer:Leaders can create a Trust & Inspire culture by
actively showing support for teachers, encouraging their
input, recognizing their efforts, and prioritizing their
emotional well-being. By fostering an environment where

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trust and creativity are at the forefront, educators feel valued
and motivated to instill those same qualities in their students.

7.Question
What's a key takeaway from the story of Jonathan
Horton and his parents?
Answer:A key takeaway is the importance of recognizing and
nurturing the potential in children rather than only focusing
on controlling their behaviors. By channeling Jonathan's
adventurous spirit into gymnastics, his parents transformed a
potentially dangerous situation into an opportunity for
greatness.

8.Question
What impact does a Trust & Inspire style have on the
people around us?
Answer:A Trust & Inspire style has a profoundly positive
impact on those around us, fostering trust, inspiration, and
motivation. People feel more valued and connected, which
enhances teamwork, collaboration, and personal growth in
any context—be it at home, school, or work.

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9.Question
What exercise can help individuals become more Trust &
Inspire figures in their relationships?
Answer:Individuals can reflect on their relationships by
asking themselves specific questions about how they see
others and how they can inspire and cultivate the greatness
they perceive in those individuals, allowing for introspection
and practical strategies to enhance their approach.

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Trust and Inspire Quiz and Test
Check the Correct Answer on Bookey Website

Chapter 1 | The World Has Changed, Our Style of

Leadership Has Not| Quiz and Test
1.Technological innovations have occurred at an
unprecedented pace, influencing all aspects of life
and work.
2.The workforce is becoming less diverse and expects
traditional leadership styles that do not value individual
contributions.
3.The 'Trust & Inspire' model focuses on compliance and
efficiency rather than engagement and inspiration.
Chapter 2 | The Increasing Irrelevance of Command
& Control| Quiz and Test
1.Traditional Command & Control methods are
becoming more effective in modern workplaces.
2.Blockbuster’s success was ultimately the reason for its
failure due to its inability to adapt to new technologies.
3.High-trust environments do not impact employee

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 engagement in organizations.
Chapter 3 | Style Is Getting in the Way of Intent|
Quiz and Test
1.Leaders' self-perception as caring significantly
matches employees' perception of their leaders'
care.
2.Leadership styles can be adapted and changed by leaders if
they choose to reflect on their intention and behaviors.
3.The principles of effective leadership are not consistent
across different contexts and cultures.

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Chapter 4 | The Fundamental Beliefs of a Trust &
Inspire Leader| Quiz and Test
1.Trust & Inspire leaders believe in the potential and
greatness within people.
2.Command & Control leaders prioritize collaboration and
view success as a shared endeavor.
3.Trust & Inspire leaders see individuals as whole beings and
strive to inspire rather than merely motivate.
Chapter 5 | The 1st Stewardship: Modeling, or ‘Who
You Are’| Quiz and Test
1.Children often truly listen to adults rather than
mimic their behavior.
2.High character without competence undermines trust.
3.Leaders must model behaviors they wish to see in others.
Chapter 6 | The 2nd Stewardship: Trusting, or ‘How
You Lead’| Quiz and Test
1.Trust is not essential in all cultures, according to
Covey.
2.Extending trust to others does not enhance well-being or
create a positive work culture.

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3.Successful leaders should wait for trust to be earned before
extending it to their teams.

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Chapter 7 | The 3rd Stewardship: Inspiring, or
‘Connecting to Why’| Quiz and Test
1.Great leaders inspire action by connecting people
to a sense of purpose and belonging.
2.Inspiration in leadership is confined to charismatic
individuals.
3.Caring for others should be a secondary concern for
leaders, with self-interest being more important.
Chapter 8 | Stewardship Agreements| Quiz and Test
1.Leaders must choose between task completion and
relationship cultivation to inspire trust.
2.Stewardship primarily focuses on environmental or
spiritual contexts.
3.Stewardship agreements can be customized to any
interpersonal interaction to aid collaboration.
Chapter 9 | What Trust & Inspire Is ‘Not’| Quiz and
Test
1.Trust & Inspire leadership is perceived as weak
compared to traditional leadership.
2.A Trust & Inspire leader operates without any form of

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 control.
3.Trust & Inspire leadership requires high expectations and
accountability to succeed.

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Chapter 10 | Barrier #1: “This Won’t Work Here”|
Quiz and Test
1.Individuals believe that implementing a 'Trust and
Inspire' leadership style is impossible due to
specific circumstances, such as organizational
structure.
2.The mindset that the problem lies with others is beneficial
for personal accountability within organizations.
3.Janita successfully implemented a Trust and Inspire
approach in a flexible organizational environment.
Chapter 11 | Barrier #2: Fear—or “But What If…”|
Quiz and Test
1.True or False: Many leaders believe that control is
synonymous with micromanagement.
2.True or False: The greatest risk in leadership is to innovate
and take risks with new approaches.
3.True or False: Leaders should model authenticity and
vulnerability to inspire trust within their teams.
Chapter 12 | Barrier #3: “I Don’t Know How to Let
Go”| Quiz and Test

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1.Letting go of control can lead to lower team
morale and hinder creativity.
2.A Trust & Inspire leadership approach encourages leaders
to have a low tolerance for failure.
3.Embracing outdated policies can improve customer service
and relationships.

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Chapter 13 | Barrier #4: “I’m the Smartest One in
the Room”| Quiz and Test
1.The belief that one is the smartest person in the
room can enhance collaboration and innovation.
2.Successful leaders should openly ask for input while
maintaining control to demonstrate superiority.
3.Embracing a growth mindset is essential for effective
leadership and encourages collaboration among team
members.
Chapter 14 | Barrier #5: “This Is Who I Am”| Quiz
and Test
1.The phrase 'I can't change' is often associated with
a growth mindset.
2.Leadership qualities are fixed and cannot be transformed.
3.Elizabeth Smart used her experience to define her life
negatively.
Chapter 15 | Trust & Inspire in Any Context:
Parenting, Teaching, Coaching… and More| Quiz
and Test
1.The Trust & Inspire philosophy is applicable only

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 in the context of parenting and coaching.
2.Effective parenting focuses on empowerment rather than
mere obedience according to the Trust & Inspire approach.
3.Inspiring teachers have a minimal impact on students'
learning compared to traditional compliance-focused
educators.

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