
In "The Speed of Trust," Stephen M.R. Covey reveals how trust isn't just a soft skill - it's a measurable accelerator that transforms business performance. Endorsed by Marcus Buckingham and a Wall Street Journal #1 bestseller, it shows why high-trust organizations outperform competitors while slashing operational costs.
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Here's a startling reality: Warren Buffett once completed a $23 billion acquisition in just two hours. No lawyers, no extensive due diligence, no endless negotiations. Meanwhile, most companies spend months-sometimes years-on deals a fraction of that size. What made the difference? Not strategy. Not capital. Not market conditions. The answer is trust. And it turns out that trust isn't some soft, intangible virtue we talk about in team-building exercises-it's a hard economic driver with measurable impact on every transaction, relationship, and organization. When trust goes down, speed goes down and costs go up. When trust goes up, speed goes up and costs go down. It's that simple, and that profound. Think about what happened after 9/11: suddenly, getting on a plane meant arriving two hours early, removing your shoes, and submitting to full-body scans. The airline industry absorbed billions in costs-not from fuel or labor, but from the collapse of trust. Or consider the corporate scandals that led to Sarbanes-Oxley regulations, where one section alone cost businesses $35 billion-28 times the original estimate. These aren't abstract penalties. They're what happens when trust evaporates. Most organizations operate on a simple formula: Strategy times Execution equals Results. Solid plan, good execution, positive outcomes. But there's a hidden variable that either amplifies or undermines everything: trust. The real formula looks like this: (Strategy x Execution) x Trust = Results. Trust acts as either a multiplier or a divider, creating what can be called a "trust dividend" or a "trust tax." The trust tax shows up everywhere, though it never appears on financial statements. It's the redundant processes you create because you don't trust people to do their jobs. It's the micromanagement that slows decisions to a crawl. It's the office politics that consume energy, the disengagement that kills innovation, the turnover that drains institutional knowledge. These costs are real and quantifiable, even if they're invisible. On the flip side, trust dividends transform organizations. Companies on Fortune's "100 Best Companies to Work For" list-where trust is the primary defining characteristic-outperform the S&P 500 by a factor of three. Not because they have better strategies or smarter people, but because trust accelerates everything. Communication improves. Execution becomes smoother. Innovation flourishes. People bring their full energy and creativity to work. Consider Southwest Airlines: when Herb Kelleher received a major reorganization proposal, he approved it in four minutes. Not because he was reckless, but because trust eliminated the need for endless verification. That's the speed of trust in action.
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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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