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The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relati
The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relati
The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relati
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The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relati

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In The Trust Edge, David Horsager reveals the foundation of genuine success—trust. Based on research but made practical for today’s leader, The Trust Edge shows that trust is quantifiable and brings dramatic results to businesses and leaders. In this book, Horsager teaches readers how to build the 8 Pillars of Trust:

1. Clarity: People trust the clear and mistrust the ambiguous.

2. Compassion: People put faith in those who care beyond themselves.

3. Character: People notice those who do what is right over what is easy.

4. Competency: People have confidence in those who stay fresh, relevant, and capable.

5. Commitment: People believe in those who stand through adversity.

6. Connection: People want to follow, buy from, and be around friends.

7. Contribution: People immediately respond to results.

8. Consistency: People love to see the little things done consistently.

When leaders learn how to implement these pillars, they enjoy better relationships, reputations, retention, revenue, and results. Fascinating and timely, The Trust Edge unveils how trust has the ability to accelerate or destroy any business, organization, or relationship. The lower the trust, the more time everything takes, the more everything costs, and the lower the loyalty of everyone involved. Conversely, an environment of trust leads to greater innovation, morale, and productivity. The trusted leader is followed. From the trusted salesperson, people will buy. For the trusted brand, people will pay more, come back, and tell others. Trust, not money, is the currency of business and life!
LanguageEnglish
PublisherFree Press
Release dateOct 9, 2012
ISBN9781476711386
The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relati
Author

David Horsager

David Horsager, M.A., C.S.P., is a business strategist, entrepreneur, professor, and author who researches and speaks on the bottom-line impact of trust. His clients range from Wells Fargo, ING, and The Better Business Bureau to the U.S. Coast Guard Academy, Mercy Medical Center, and the U.S. Department of Homeland Security. David and his wife, Lisa, have four children and live in Minnesota. Learn more at DavidHorsager.com.

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The Trust Edge - David Horsager

What People Are Saying About The Trust Edge

Trust is the most important fundamental between leaders and among people. It is the cornerstone for building lasting relationships and growing successful business enterprises. This book shows you exactly how to build the eight pillars of trust and how to apply them for maximum effectiveness.—Dr. Nido Qubein, chairman, Great Harvest Bread Co.; and president, High Point University

"Gripping and insightful! Anyone wanting to take his or her leadership to the next level must read this book! It will become the authoritative guide on building trust!"—Alex Lopes, CEO, Progora

Horsager hits the mark in delivering his important message about the critical nature of trust in all relationships—whether between family, friends, business associates, or governments. Especially in these uncertain times we live in, David’s insights should be embraced by everyone.—Jim Hamilton, director, National League of Cities, Risk Information Sharing Consortium

A breach of confidence in the aviation industry can have a catastrophic outcome. Horsager’s book provides practical application of critical trust principles in a manner that will enhance the business relationships and bottom line in any industry.—Steve Wareham, airport director, Minneapolis–Saint Paul International Airport

This book is great for the soul—not to mention business. Horsager’s eight pillars of trust supply the nourishment we need to be successful in life and business. It’s a book to read and reread to keep us fortified.—Carol Odell, CEO, Better Business Bureau–Southern Colorado

"David is right on the money. Trust is the lubricant of high-performing working relationships. The Trust Edge provides a comprehensive behavioral blueprint to integrate the eight essential pillars of trust into your organization. This is a must-read book for organizational leaders and their supervisors."—Larry Cole, PhD, CEO, TeamMax®, and author of People-$mart Leaders

"David Horsager’s book, The Trust Edge, is a powerful resource for leaders. As I read it, I kept thinking: We need to do this! This would make us more effective! This well-written, well-conceived, well-documented book demonstrates the importance of trust. Horsager’s practical tips and illustrations will help any organization increase its effectiveness if it is willing to build on the foundational pillars he describes. The Trust Edge will pay dividends for smart companies!"—Jay Barnes, president, Bethel University

"I wholeheartedly support the lessons that David outlines in The Trust Edge. I am a big believer in authenticity. The more people get to know and see the real person, the more likely they are to extend their trust."—Mike Tattersfield, president and CEO, Caribou Coffee Company

"I found The Trust Edge to be tangible, extremely practical, and relevant. I will personally hand this out to every leader in my organization."

—Mike Cylkowski, operating partner, Keller Williams Integrity

"The Trust Edge has valuable lessons, not only for business professionals, but also for individuals looking for guidance in their own personal development. Trust—that’s what it’s all about!"—Larry N. Swenson, president, Noel International

David Horsager gets it right when he says, ‘Trust is not a soft skill. It is a measurable competency that affects outcomes more than anything else.’ You simply cannot put a price on the kind of trust Horsager talks about. Trust is our competitive advantage.

—Anthony Diekemper, CEO, Earth Security Electronics

At a time when our confidence in political, economic, and social institutions is at its lowest level in recent history, David Horsager shows us the path to rebuilding both trust and success.

—Matt Kinne, administrator, Walker Methodist Health Center

"Riveting and insightful! Horsager concisely reveals The Trust Edge road map that will take you and your team to a whole new level! Jam-packed with hard-hitting real-world examples, this book is a must-read for anyone who wants to grow as a leader! You really owe it to your team to buy and read this book!"—Ed Clark, president and CEO, ServiceMaster Clean, Midwest Region

"The Trust Edge is full of insight into not only why the right things remain fundamental, but also how to go about them in daily life and in business. Trust must be earned and habits must be formed. Anyone with an interest in improving personal relationships will not be able to put this book down. Readers will also find an amazingly quick impact in their business life. They will be changed and people will notice."—Steven Grandchamp, president and CEO, OpenLogic

"The Trust Edge is not a quick fix but an investment—a legacy of wisdom. It should be leather-bound for life’s journey. David has tapped into a rich reservoir of personal experiences as a master educator, parent, and husband."—Jeff Edson, CFO, Lyle Signs

"David has nailed the trust issue. His book shines a bright light on the impact trust has on every aspect of our lives. We can all gain valuable insight from The Trust Edge."—Bill Schult, CEO, Maximum Potential

"Based on research but written for practical use by real-life leaders, The Trust Edge takes a fresh look at the foundation of genuine success—trust. At Kemps, we believe that building trust creates a sustainable competitive advantage."—Jim Green, president and CEO, Kemps

David Horsager shows you the process to develop and build trust in any situation. If you don’t have trust, you have nothing. In spite of what some people say, making your way in the world is all about trust.—Thomas J. Winninger, chairman, Winninger Companies and Ascendancy Research

"The Trust Edge clearly lays out the eight pillars of trust that are foundational for the starting point of all working relationships."

—Dr. Dennis S. Reina, PhD, coauthor, Trust & Betrayal in the Workplace: Building Effective Relationships in Your Organization

David Horsager takes a broad look at trust as a business success measure and offers practical suggestions that will resonate with people across all industries.—Philomena Morrissey Satre, VP Diversity & Inclusion, Wells Fargo

When we are intentional about striving to conduct ourselves in a manner that makes us worthy of trust, the natural by-product is that people will want to associate with us and do business with us. David Horsager’s book will give you the tools needed to live such a life.—Bill Forbes, general manager, A1 Automotive Services

"Any enterprise seeking to improve its financial and operational performance will benefit from the principles in Horsager’s work on trust. The Trust Edge is a principle-centered yet practical approach to sustained individual and organizational success."—Ken Morris, JD, former VP, Boston Scientific; current president, Apercu Group

David Horsager is on target—leadership begins from within and fundamentally depends on trust. If you aspire to leadership, park your ego at the door, cultivate a quiet mind, and study the road ahead. Trust and humility are fundamental.—Dr. Massoud Amin, distinguished professor and director, Technological Leadership Institute, University of Minnesota

"Wow—The Trust Edge is based on the number one principle that I use when I go in to turn around a company! There is nothing more important than trust. When established in the proper framework, it becomes the path for increased profits, productivity, morale, output, and—most important—customer and employee retention. I love the book. You have placed in print the very essence of my leadership success—thank you!"—Ronald E. Lentz, CEO, WLG, USA Group, and CEO, World Commerce Services

David Horsager is right on target, giving leaders the tools they need to build cultures of trust—and successful organizations.

—Bill Morgenstern, CEO, Opportunity International

"In today’s environment, trust has become a rare character trait. Horsager’s The Trust Edge is timely and a must-read!"—Famous Dave Anderson, founder of Famous Dave’s of America, Inc.

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Contents

Acknowledgments

Introduction

Part I: The Case for Trust

1 | The Trust Edge

2 | Impact of Trust

3 | Barriers to Overcome

Part II: The Eight Pillars of Trust

4 | Pillar 1: Clarity

People trust the clear and mistrust the ambiguous.

5 | Pillar 2: Compassion

People put faith in those who care beyond themselves.

6 | Pillar 3: Character

People notice those who do what is right over what is easy.

7 | Pillar 4: Competency

People have confidence in those who stay fresh, relevant, and capable.

8 | Pillar 5: Commitment

People believe in those who stand through adversity.

9 | Pillar 6: Connection

People want to follow, buy from, and be around friends.

10 | Pillar 7: Contribution

People immediately respond to results.

11 | Pillar 8: Consistency

People love to see the little things done consistently.

Part III: Transforming Trust

12 | Extending Trust

13 | Rebuilding Trust

Part IV: Deep Trust in a Flat World

14 | Globalization and Trust

15 | Trust in the Online Age

Part V: Courageous Trust

16 | A Sharp and Lasting Edge

Five Ways to Sharpen Your Trust Edge

About the Author

Notes

Index

Dedication

To my wife, Lisa, my most trusted partner.

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To my parents, Clarence and Mary, who taught me more about trust than any amount of research ever would.

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To my four precious children, Vanessa, Isaiah, Maria Claire, and Micah.

One of my greatest hopes is that you will earn

and enjoy The Trust Edge.

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To God, who is worthy of my trust.

Acknowledgments

Many people have given me a glimpse into what trust really means with regard to leadership. My parents trusted me with heavy farm machinery at a very young age. A farm is a great place to learn about trust. Being trusted by Minnesota’s most winning high school football coach helped me become an all-state player. I was entrusted with an organization early in my career when I could have been seen as too young and inexperienced to handle the job.

My in-laws trusted me with their daughter. And most important, my wife, Lisa, trusted me enough to say, Yes! She is my trusted partner. I am so thankful for her unwavering support and encouragement, and also for her genuine trust in God. Without her this project would not have happened. I am most grateful to God for His many blessings, and I strive to be faithful with all that He has entrusted to me.

As with everything I have done of any value in life, many talented and willing people have been involved in this project. I thank my close friends and advisers, Joe Kimbell, Scott Lundeen, and Jason Sheard; and my incredible editor and friend, Heidi Sheard. Thanks to my fantastic designer and friend, Heidi Koopman, who always delivers more than expected. She captured my vision for the design of this book and took it to another level. A special thanks to my literary agent, Margret McBride; my editor, Dominick Anfuso; and Harvey Mackay. Thanks to friends Connie Anderson, Patricia Angulo, Christopher Batdorf, Ross Bernstein, Dr. Jolene K. Beuhrer, Tim and Brenda Cimbura, Meghan Donner, Clarice Esslinger, Sam Helgerson, Loren Horsager, Kent and Beth Horsager, Dr. Ron Hultgren, Brandon Johnson, Lori La Bey, Alex Lopes, Spencer Moffatt, Ryan Naylor, Tom O’Lenick, Nate Parks, John and Sue Parks, Kris Rydberg, Mark Sheffert, Jonathon Stuart, and Reid Velo: all gave input and insights into this project. Thanks to my Trust Edge Leadership Institute team and the Free Press team at Simon & Schuster. Thank you to my mentors and to the many organizations and audiences who have invited me to speak and consult—and in so doing helped me better understand the bottom-line impact of trust. Thank you to my alma mater, Bethel University, where my research for this project began.

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Trust is the single largest driver of public attitude on a whole range of issues from globalization to terrorism to the role of governments. Trust also is the prime driver of corporate and country brands. As goes trust, so goes the world.¹

—Doug Miller, president of GlobeScan

Introduction

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Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn’t exist a generation ago.²—Robert F. Hurley, Fordham University

We are in a crisis. And our biggest crisis is not the financial one. In 2009 at the World Economic Forum in China, world leaders got it right when they declared that our biggest crisis is a lack of trust and confidence.³ We are in a trust crisis and organizations are slow to realize the bottom-line implications.

Trust has always been fundamental to genuine success of any kind. However, it has not been labeled as such. People seldom talk about trust as a competency to learn and practice. That is changing. Almost overnight, trust found its way into the public limelight specifically because it has been so hard to find. From massive fraud in business to scandals in politics and athletics, the headlines point to a persistent problem of modern life and business—we’re lacking in trust. Meanwhile, the world is flattening in many respects. Cultures are meeting and expanding in ways that weren’t possible even a decade ago. But globalization isn’t a free ride. The mega-mergers and open markets have aroused new suspicions and misunderstandings. We can reach across borders, but we don’t know how to be trusted by the people we find on the other side. In the twenty-first century, trust has become the world’s most precious resource.

Trust can accelerate and mistrust can destroy any business, organization, or relationship. The lower the trust, the more time everything takes, the more everything costs, and the lower the loyalty of everyone involved. By contrast, greater trust brings superior innovation, creativity, freedom, morale, and productivity.

Trust is a requirement for strong friendships, families, and firms.

Before I started my graduate research based on trust, I had been trying to identify the uniqueness of top leaders and organizations. Top leaders were defined as those who not only were successful financially, but also had a significant positive influence on the lives of those they served over a period of time. Top leaders left individuals and organizations measurably better than they found them. What made these leaders and organizations unique? They all had one common trait—trust. I found that trust is not a soft skill. It is a measurable competency that brings dramatic results. It can be built into an organization’s strategy, goals, and culture.

My experience, fueled by this fresh research, led me to a fascination with the bottom-line impact of trust. I began a journey to research the commonalities of the most trusted leaders and organizations. The journey has resulted in this book, based on research, but made very practical with stories, anecdotes, and simple practical steps to help you gain the trust edge.

Read each chapter of The Trust Edge and think about how you can apply it. Take time to reflect and review. There are questions at the end of the chapters to help you cement ideas and use them in your situation. Better yet, meet in a group to brainstorm and act on the best takeaways. My hope is that you will be inspired to implement these strategies and thereby enjoy the great benefits of trust in your life and organization.

The Pillars

If you visit the Roman ruins or the synagogue in Capernaum, you will see that many parts of the structures have crumbled, but the pillars still stand. Pillars hold something up. They are strong, solid, and lasting. In the years I’ve spent studying the underlying connection between success and trust, I’ve identified eight key areas that are best described as pillars. They hold up, or support, the trust edge. These pillars are significant for anyone interested in building support for genuine success.

Trust Affects You

No matter what your role is, trust affects your influence and success. It has an impact at every level of business, from Fortune 500 leaders to a family-owned general store. It affects teaching outcomes and political votes. Those who are trusted are effective.

Without trust, influence diminishes.

—Vanessa Hall, Australian management expert and author

Impact of having the trust edge:

• Leaders will see expanded influence and increased morale.

• Managers will see greater productivity and increased commitment from teams.

• Salespeople will see increased engagement and results.

• Service experts will see enthusiastic recommendations and loyal customers.

• Parents will see more peace and freedom at home.

• Teachers will see more respect, impact, and classroom control.

The Main Point

Though we will discuss trusting others later in the book, helping individuals and organizations become trusted is the main point. Resist the urge to think about others and whether or not they deserve to be trusted. Take responsibility for yourself. When you focus on increasing your own trust edge, you will enjoy greater success and impact. When you change yourself, you have the best chance of affecting your organization, your family, your relationships, and even your world.

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PART I

THE CASE FOR TRUST

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Chapter 1

The Trust Edge

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To be trusted is a greater compliment than being loved.

—George MacDonald, Scottish author, poet, and theologian


When I come home from work, my kids often greet me at the door. It is my young son who runs up to me and pulls on my pants leg. He has excited eyes and a great big smile. He shouts, "Daddy, Daddy, throw me up in the air really high. He loves to get tossed up in the air. Daddy, throw me up in the air really high!" And so I do.

And, most of the time . . . I catch him.

No. He trusts his daddy to catch him every single time—and I do! This is trust in its purest form.

It is similar to the transactions of business and life. Without trust, the transactions cannot occur. Without trust, influence is destroyed. Without trust, leaders lose teams. Without trust, people lose sales. Without trust, organizations lose productivity, relationships, reputation, talented people, customer loyalty, creativity, morale, revenue, and results. They lose in their brand and in their bottom line. John O. Whitney, director of the Deming Center for Quality Management at the Columbia Business School, found, Mistrust doubles the cost of doing business.¹

In one of the largest and most extensive surveys of its kind, Watson Wyatt studied 12,750 U.S. workers in all major industries and at all levels. According to the study, Companies with high trust levels generated total returns to shareholders at almost three times that of companies with low levels of trust.² Whether you are a student or a CEO, a teacher or a parent, a politician or a nurse, trust multiplies influence and impact. Before we go much further, let’s define the trust edge.


In my business, there is nothing more important than trust.³

—Harvey Mackay, CEO, Mackay Envelope Company


Trust Defined

Trust is a confident belief in someone or something. It is the confident belief in an entity:

• To do what is right

• To deliver what is promised

• To be the same every time, whatever the circumstances

Trust implies being reliable, dependable, and capable. Think of the chair you are sitting on as an example. You have a confident belief that it can and will hold you. You don’t need to waste time checking its capacity. You don’t worry that it will take advantage of you or drop you. The trust your chair has earned has affected the speed, consistency, and loyalty of your doing business with it.

You are trusted to the degree that people believe in your ability, your consistency, your integrity, and your commitment to deliver. Do people believe in you? To the degree that they do, you are trusted.


Trust: A confident belief in a person, product, or organization.


Why the Edge

When I was studying top organizations and leaders, I found that some clearly had a competitive edge over others. Those leaders or organizations that could weather storms, charge higher prices, maintain respect with customers and clients, and foster long-term growth were special. The greatest leaders and organizations of all time have had the same competitive edge. They were the most trusted. Robert F. Hurley, the founding director of the Fordham Center for Entrepreneurship, was right when he wrote, Leaders who understand how trust is built can actively influence its development, resulting in a more supportive and productive work environment and, not incidentally, a competitive advantage.

⁴ The trust edge is the competitive advantage gained when others confidently believe in you.

Like a Forest

Have you seen the magnificent forest at Redwood National Park in northern California? The oldest recorded redwood is over 2,200 years old! Redwoods can be well over a hundred yards high and more than twenty feet in diameter.⁵ A lush and beautiful redwood forest takes many years to deepen roots, grow branches, and flourish. And yet one poor decision with one little match can take it all down in a small fraction of the time it took to mature. Trust is like that. While it may appear to be static, in reality trust is more like a forest—a long time growing, but easily burned down with a touch of carelessness. Trust requires time, effort, diligence, and character. Inspiring trust is

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