This is the question we will look at with leaders in their field, people who have focused on building high trust relationships with customers, colleagues and investors, and used this to create far more value together. What does this look like in practice? What difference does it make? And what are the challenges in trying to make trust the central strategy of the organisation?
Stuart Maister and Kevin Vaughan-Smith are co-authors of a book for Economist Books called Choose Trust, to be published in 2024, and these discussions and interviews will form part of the research. They run www.mutual-value.com, a firm which helps its clients become Trusted Partners.
To discover more go to www.mutual-value.com
Hosted on Acast. See acast.com/privacy for more information.
This is the question we will look at with leaders in their field, people who have focused on building high trust relationships with customers, colleagues and investors, and used this to create far more value together. What does this look like in practice? What difference does it make? And what are the challenges in trying to make trust the central strategy of the organisation?
Stuart Maister and Kevin Vaughan-Smith are co-authors of a book for Economist Books called Choose Trust, to be published in 2024, and these discussions and interviews will form part of the research. They run www.mutual-value.com, a firm which helps its clients become Trusted Partners.
To discover more go to www.mutual-value.com
Hosted on Acast. See acast.com/privacy for more information.
The co-authors of a book need to finalise their thinking about a key chapter. This is a 20 minute excerpt from the discussion.
The book is Choose Trust, the chapter is on leadership, and we are the authors, Stuart Maister and Kevin Vaughan-Smith.
Everyone find themselves leading at some point. It's not just a title, it's a role in a situation.
And the one thing all types of leaders have in common is that they are seeking to take other people on a journey, hopefully with a clear direction and maybe even a vision of what the destination will be. Here's the thing: those following usually have a choice about whether to stay on the journey. Which is why trust is so important - when they no longer trust the leadership, they'll jump off as soon as they can.
So how do you ensure you're a high trust leader or leadership team? That's the subject of this chapter of our book, and we explored this together based on our thinking about trust and that of many others who have developed models of leadership. We decided to record some of the discussion - and here's 20 minutes of the two of us developing together a new high trust model of leadership.
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