Stephen M. R. Covey and Greg Link, Smart Trust: Creating Prosperity,
Energy and Joy in a Low Trust World
<http://www.amazon.com/gp/product/1451651457?ie=UTF8&tag=insighofthe02-20&linkCode=xm2&camp=1789&creativeASIN=1451651457>
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It is a Steve Jobs' story you won't find in the new Steve Jobs' biography.
So how do we know who to trust? How can we operate with high trust in a
low-trust world without getting burned? And how can we extend trust
wisely to people when not everyone can be trusted?
We define Smart Trust as judgment. It's a competency and a process
that enables us to operate with high trust in a low-trust world. It
minimizes risk and maximizes possibilities. It optimizes two key
factors: (1) a propensity to trust and (2) analysis. Simply put, Smart
Trust is how to trust in a low-trust world.
While the propensity to trust is primarily a matter of the heart,
analysis is primarily a matter of the mind. Analysis refers to our
ability to assess, evaluate, and consider implications and
consequences, including risk. As with a high propensity to trust,
strong analysis is a vital dimension of Smart Trust, but it, too, must
be tempered. If it's not-if we start out with a low propensity to
trust-most of us are so steeped in analysis that the analysis will
color our judgment. We'll
find all kinds of reasons to not trust our boss, our reports, our
partners, our customers, our suppliers, our colleagues, or even our
family. The point is that analysis is necessary but insufficient and,
in most cases, shouldn't lead.
An inspiring example of exercising smart judgment in the face of great
risk in a fast moving business situation involved Apple. In 2007, Ted
Morgan, the CEO of an unknown location-finding technology company
called Skyhook, had been trying for months to get major companies to
use his technology. Then one day when Morgan checked his voice mail,
he found
that a caller had left the following message: "Ted, this is Steve Jobs
from Apple. I'd like to talk to you about Skyhook. Call me at . . ."
Thinking the message was a joke played by someone on his team, Morgan
deleted it. Later that day, he told Mike Shean, Skyhook's co-founder,
"Good try, but you gave it away by pretending to be Steve Jobs. You
should have said you were Scott or one of the other managers we just
met
at Apple." Shean said he knew nothing about the message. When Morgan
realized the call had actually been from Steve Jobs, the CEO of Apple
asking to meet with him, he sat up in a hurry. Morgan returned the
call and met with Jobs, and things started happening quickly. It
looked as though a great deal was in the making.
Then one day, Jobs called Morgan and said that Apple had a big Macworld
event coming up, that it was close to doing a deal with Skyhook, and
that he wanted to model Skyhook's technology at the event-but he
couldn't do it without Skyhook's code. So Jobs asked Morgan to give
him the code. While still on the phone, Morgan turned to his
management team and whispered, "He's wanting our code." The immediate
response of the team was "No! No! No!" Morgan said to Jobs, "Steve, as
you might
imagine, we've never given out our code. That code is our intellectual
property. It's everything we have." Jobs replied, "I know that. You're
just going to have to trust me." Against the advice of his team,
Morgan gave Jobs the code. We later asked Morgan, "What do you think
would have happened if you had said, 'Steve, I just can't?" He
replied, "You never
know. But personally, I don't think he would have done the deal. I think
Steve would have moved on."
Instead, Jobs rewarded Morgan by personally demonstrating Skyhook's
technology at Macworld in January 2008, giving an animated explanation
of how the technology worked and adding, "Isn't that cool? It's really
cool." Morgan called Jobs's spotlight on Skyhook "the biggest publicity
event any company can have." Skyhook's WPS became the primary location
engine for Google Maps and other applications used by both the iPhone
and iPod Touch until April 2010, and the company continues to provide
location-based services for Apple as well as other technology giants
such as Samsung, Motorola, Dell, Qualcomm, and Texas Instruments. Its
software powers thousands of mobile applications and is being used on
tens of millions of devices around the globe. Morgan's leap of trust
turned out to be a huge positive game changer for Skyhook. It also
affirms that although there is risk in trusting, there is often
greater risk in not trusting.
Stephen M. R. Covey and Greg Link
Stephen and Greg are broadcasting their first private, interactive
telecast on SMART TRUST January 12th for all those who purchased the
book Smart Trust: Creating Prosperity, Energy and Joy in a Low Trust
World
Sent to you as a courtesy of:
Bob Proctor
Brought to you by: Lawyer Asaad
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