Trust and Inspire PDF

Stephen M.R. Covey

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 Trust and Inspire
Transforming Leadership Through Trust and
Inspiration for a New Era.
Written by Bookey
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About the book
In "Trust and Inspire," bestselling author Stephen M.R. Covey
presents a groundbreaking approach to leadership, addressing
the urgent need for a paradigm shift in how we lead in today's
rapidly evolving world. Acknowledged as “the defining
leadership book of the 21st century,” Covey critiques the
outdated "command and control" model that many
organizations and families still cling to, advocating instead for
a leadership style grounded in trust and inspiration. He
emphasizes that individuals thrive in environments where they
feel valued, creative, and empowered to collaborate, rather
than merely managed. This transformative guide not only
explores the intricacies of fostering trust in diverse and
dispersed teams but also equips leaders with the tools to
inspire their people to reach their full potential, thus redefining
success for the modern era. Covey's compelling insights make
this essential reading for anyone seeking to elevate their
leadership skills and create a more engaged, innovative
workforce.

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About the author
Stephen M. R. Covey is the co-founder and CEO of
CoveyLink Worldwide and a prominent keynote speaker
renowned for his insights on trust, leadership, ethics, and high
performance. His influential book, "The SPEED of Trust,"
revolutionizes the understanding of trust as not just a social
virtue but a vital economic driver—one that can be cultivated
for greater profitability, career advancement, and enriched
relationships. As a former CEO of Covey Leadership Center,
he transformed the organization into the largest leadership
development firm globally, significantly increasing its value
and expanding its reach to over 40 countries. Holding an MBA
from Harvard, Covey has earned the respect of executives
from Fortune 500 companies and smaller organizations alike,
drawing from his practical experience to offer unique solutions
to contemporary challenges. He currently serves on several
boards, including the Human Performance Institute, where he
is the Advisory Board Chairman. Covey lives with his family
near the Rocky Mountains, passionately advocating for the
profound benefits of high-trust environments.

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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 Summary

Introduction Peter Drucker highlights the shift in human conditions, emphasizing the need for self-management
in an unprepared society.

Key Observations Covey reflects on the disparity between workforce potential and capabilities, noting the lagging
leadership styles that require modernization.

The Need for Change Workplace dynamics now demand collaboration and adaptability in response to a diverse,
multigenerational workforce.

Five Emerging Forces of

Change
The world has changed with rapid technological advances requiring adaptability.
Work has become knowledge-based, emphasizing teamwork and creativity.
The workplace is shifting to remote and hybrid models, changing organizational culture.
The workforce is more diverse, with varying expectations across generations.
Consumers and employees have more choices, impacting culture and talent retention.

Epic Imperatives for Organizations need a high-trust culture to attract talent and foster collaboration and innovation.
Organizations

Trust & Inspire Trust & Inspire is a leadership model that focuses on empowerment and engagement, contrasting
Leadership with Command & Control methods.

Real-World Examples Satya Nadella's transformation of Microsoft illustrates the success of the Trust & Inspire model in
enhancing culture and performance.

Contrasts Between Historical management treated people like things; Trust & Inspire recognizes human autonomy
Leadership Styles and needs for connection.

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Section Summary

Conclusion Leadership is a choice that empowers individuals to positively influence others, cultivating
environments of value and motivation.

CHAPTER 1: The World Has Changed, Our Style

of Leadership Has Not

Introduction

- Historian Peter Drucker emphasizes a significant shift in the

human condition, with many people now having choices and
needing to manage themselves in an unprepared society.

Key Observations

- Stephen M.R. Covey recounts his father's impactful

questions about employee engagement and talent in
organizations, revealing a universal disparity between
workforce potential and actual capabilities.
- Leadership styles have lagged behind these changes,
necessitating a shift from traditional Command & Control
approaches to new methods that align with contemporary
needs.

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The Need for Change

- Current workplace dynamics demand collaboration,

adaptability, and responsiveness to a diverse and
multigenerational workforce, which differs greatly from the
past industrial-era models.
- The gap between leadership practice and the evolving
workforce's aspirations highlights a critical need to evolve
leadership methods.

Five Emerging Forces of Change

1.
The Nature of the World Has Changed

- Rapid technological changes (AI, robotics, etc.) are

redefining industries and societies, necessitating a new
mindset toward continuous learning and adaptability.
2.
The Nature of Work Has Changed

- Work is increasingly knowledge-based, requiring

teamwork, creativity, and innovative problem-solving rather

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than merely manual tasks.
3.
The Nature of the Workplace Has Changed

- Remote and hybrid work models are becoming the norm,

leading to flatter organizational structures and redefining
workplace culture.
4.
The Nature of the Workforce Has Changed

- Workforce diversity presents both challenges and

opportunities, as different generations and backgrounds
foster varying expectations and values in the workplace.
5.
The Nature of Choice Has Changed

- Consumers and employees face an unprecedented breadth

of choices, thereby influencing organizational culture and
talent retention strategies.

Epic Imperatives for Organizations

- Organizations must establish a high-trust culture to attract

and retain talent while fostering collaboration and innovation

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to remain competitive.

Trust & Inspire Leadership

- Covey highlights the importance of Trust & Inspire as a

new leadership model characterized by empowerment,
engagement, and the unlocking of people's potential.
- Contrasts with Command & Control leadership, which
relies on compliance and transactional relationships rather
than fostering genuine commitment and inspiration.

Real-World Examples

- Satya Nadella's transformation of Microsoft serves as a case

study emphasizing the efficacy of Trust & Inspire leadership
in revitalizing culture, innovation, and performance.

Contrasts Between Leadership Styles

- Leaders historically managed people as if they were things,

inhibiting potential. Trust & Inspire focuses on leading
human beings, recognizing their autonomy and need for
connection.
- Effective leadership transcends traditional motivation

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methods, shifting toward genuine inspiration rooted in
purpose, meaning, and authentic engagement.

Conclusion

- Leadership is defined as a choice rather than a position. All

individuals have the capacity to lead by influencing others
positively, irrespective of formal authority.
- As leaders embrace Trust & Inspire practices, they can
cultivate environments where individuals feel valued,
motivated, and empowered to reach their full potential.

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Example
Key Point:Adapting leadership styles to foster trust
and inspire teams is essential in today’s evolving
work environment.
Example:Imagine you’re in a meeting where everyone
voices their opinions openly, and ideas flow freely. You
realize that by genuinely trusting your team's
capabilities and opting for an inspiring leadership
approach, you can foster an environment that values
creativity and teamwork, thereby transforming
challenges into collaborative solutions that elevate
everyone’s potential.

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Critical Thinking
Key Point:The necessity for a paradigm shift in
leadership styles in response to changing workforce
dynamics.
Critical Interpretation:Covey contends that
contemporary leadership requires a transition from
outdated Command & Control models to Trust &
Inspire methodologies. This perspective underscores the
importance of adaptability in leadership, yet one might
question whether this approach adequately addresses the
complexities of different organizational cultures and
situations. Evidence from sources such as John Kotter's
'Leading Change' emphasizes that leadership change is
not merely about style but also about the context in
which it is applied. Therefore, while Covey’s insights
are valuable, they may not universally apply across all
sectors or circumstances.

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 Chapter 2 Summary : The Increasing
Irrelevance of Command & Control

Section Summary

Chapter Overview The chapter discusses the need for a new leadership approach (Trust & Inspire) as Command &
Control becomes ineffective in modern times.

Case Study: Blockbuster's failure to adapt to technological changes despite its former dominance illustrates the
Blockbuster vs. limitations of outdated leadership methods compared to Netflix's innovative approach.
Netflix

Winning in the High-trust cultures attract talent and foster innovation, contrasting with environments where strict
Workplace policies undermine trust and lead to loss of valuable employees.

Winning in the Collaboration and innovation are essential for success. Command & Control environments stifle
Marketplace creativity, while trust enables sustainable innovation, as seen in companies like 3M and Zoom.

The Dominance of Despite its inefficiencies, Command & Control remains the dominant leadership model, with only 8%
Command & of organizations embracing Trust & Inspire practices.
Control

Barriers to Change Resistance to change from Command & Control stems from a lack of awareness, failure to translate
understanding into action, and the persistence of outdated beliefs.

Embracing Trust & Shifting to Trust & Inspire represents a fundamental change in perspective and leadership style that
Inspire Leadership can lead to enhanced collaboration, creativity, and overall performance.

Chapter 2: The Increasing Irrelevance of Command

& Control

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In times of change, simple solutions won't suffice; we need
collective intelligence to tackle emerging challenges. The
principle “Nothing fails like success” indicates that outdated
methods cannot address new challenges effectively. As
Warren Buffett suggests, rather than fix a leaking boat, it’s
crucial to build a new one—symbolizing the need for a new
leadership approach.

Case Study: Blockbuster vs. Netflix

Blockbuster's decline showcases “nothing fails like success.”

Once dominant, it failed to adapt to technological changes
like Netflix’s mail service and streaming model. By ignoring
evolving market dynamics, Blockbuster lost its prominence
while Netflix innovated consistently. This highlights that
Command & Control leadership is outdated and ineffective
for modern challenges.

Winning in the Workplace: Building a High-Trust

Culture

Creating a vibrant culture is paramount for attracting and

retaining talent. High-trust environments inspire individuals

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and encourage innovation. A contrasting example illustrates
how a stringent reimbursement policy eroded trust in a
university setting, ultimately costing them a top professor.
Organizations that trust and empower employees foster
retention and engagement across generations.
Engagement thrives on trust, where employees feel inspired
to contribute. Inspired employees vastly outperform just
engaged ones, thus emphasizing the need for a culture
grounded in trust and inspiration.

Winning in the Marketplace: Collaboration and

Innovation

Emerging forces call for organizations to prioritize

collaboration and innovation. Command & Control structures
create an environment of fear, stifling creativity. Unlike
cooperation, true collaboration requires trust and risk-taking,
which are essential for innovation. Companies like 3M and
Zoom exemplify how fostering trust enables sustained
creativity and breakthrough solutions.
Eric Yuan, CEO of Zoom, epitomizes a Trust & Inspire
culture, resulting in remarkable market success. His
leadership emphasizes speed driven by trust, showcasing the
necessity of a supportive environment for innovation.

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The Dominance of Command & Control

Despite awareness of the shortcomings of Command &

Control, it persists as the primary leadership approach. A
study reveals that only 8% of organizations practice the more
effective Trust & Inspire model. This raises concerns as
entrenched paradigms inhibit substantial progress, and many
continue to operate from a Command & Control framework.

Barriers to Change: Understanding the Resistance

Several factors contribute to the difficulty in shifting from

Command & Control, including:
1.
Fish Discover Water Last
: Many are unaware of their immersion in an outdated
system, using language and practices rooted in Command &
Control.

2.
To Know and Not to Do Is Not to Know
: There’s often a gap between understanding effective
leadership and implementing it. Actions must align with

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principles for real change.
3.
Inaccurate Paradigms Can Live on Indefinitely
: Over time, entrenched beliefs resist change, often leading to
outdated practices persisting long after better methods are
introduced.

Embracing Trust & Inspire Leadership

Shifting from Command & Control to Trust & Inspire is not

merely an improvement in practice; it represents a
fundamental change in perspective. Leaders must overcome
established fears and barriers to realize the profound benefits
associated with trust-based leadership. By adopting a Trust &
Inspire mindset, organizations can unleash potential and
foster cultures that prioritize collaboration, creativity, and
performance.
General Dorothy Hogg’s leadership in the U.S. Air Force
serves as a prime example of how Trust & Inspire can lead to
innovative outcomes, even amid challenges. Future changes
in leadership practices await as organizations recognize the
need for a transformative approach to thrive.

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

Style Is Getting in the Way of Intent

The Gap Between Leaders and Employees

A survey of a Fortune 50 company's leadership revealed a

significant gap between how leaders perceive their own
caring nature (99% rated highly) and how employees view
their leaders' care (only 31%). This discrepancy highlights
that while leaders may intend to show care, their behavior
does not reflect that intent.

Understanding Trust Issues

At Franklin Covey, the Team Trust Index has consistently

shown that leaders struggle with aligning their intent and
behavior. Leaders often judge themselves by their intentions
while others judge them by their actions, leading to
misunderstandings about trust.

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Meta-Style vs. Sub-Style

Leadership styles can be categorized into two main types:

-
Meta-Style
: The overarching approach (i.e., Trust & Inspire vs.
Command & Control) influenced by leaders' fundamental
beliefs.
-
Sub-Style
: Various situational leadership styles (e.g., authoritative,
coaching) that can be effective depending on context.

Reflection on Leadership

Leaders should assess their intents and styles to ensure

alignment. Questions include how they wish to be perceived,
whether their style matches that intent, and if their teams
agree with this perception.

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Leadership style can be adapted. Art Barter, once a

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 Chapter 4 Summary : The Fundamental
Beliefs of a Trust & Inspire Leader
Key Concepts Description

Leadership Shift The shift from Command & Control to Trust & Inspire emphasizes believing in the potential of
people.

Trust & Inspire Leaders see individuals as capable and nurture their potential, fostering creativity and collaboration.
Paradigm

Core Beliefs

Unleashing Potential: Focus on unlocking inherent greatness.

Whole Individuals: Acknowledge all aspects of people's needs.
Abundance Mentality: Promote collaboration and resource sharing.
Stewardship: Leadership as a responsibility to serve others.
Leading from Within: Influence begins with modeling behaviors.

Influence of Leadership Inspire others to reach full potential, fostering a culture of innovation through belief and
communication.

Holistic Understanding Recognize individuals as whole beings, considering diverse life aspects that affect performance.

Abundance Mindset Shift from competition to collaboration, celebrating others' successes to enhance overall team
success.

Service Above Self Leadership involves serving the greater good, intertwining stewardship with purpose to enrich lives.

Going First Modeling behaviors and values to initiate change and demonstrate accountability.

Overall Framework Engage and empower through a transformative leadership style that benefits individuals and
organizations.

Chapter 4: The Fundamental Beliefs of a Trust &

Inspire Leader

The essence of leadership has shifted from Command &

Control to Trust & Inspire, emphasizing the need for leaders
to believe in the greatness and potential of their people. This

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chapter outlines foundational beliefs that define Trust &
Inspire leaders, encouraging a paradigm shift in how leaders
perceive and engage with those they lead.

The Trust & Inspire Paradigm

- Trust & Inspire leaders perceive individuals as capable and

full of potential, akin to gardeners nurturing seeds.
- Unlike Command & Control leaders, who view people
through a restrictive lens, Trust & Inspire leaders foster
creativity, innovation, and collaboration by believing in the
innate greatness of every individual on their team.

Core Beliefs of Trust & Inspire Leaders

1.
Unleashing Potential
: Trust & Inspire leaders focus on unlocking the inherent
greatness within individuals.
2.
Whole Individuals
: Acknowledging the emotional, physical, mental, and
spiritual needs of people is essential for effective leadership.
3.

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Abundance Mentality
: Trust & Inspire leaders promote collaboration and support,
believing there is enough success and resources to go around.
4.
Stewardship
: Leadership is viewed as a responsibility to serve others,
prioritizing their needs over self-interest.
5.
Leading from Within
: True influence begins internally, where leaders model
behaviors to create lasting impact.

The Influence of Trust & Inspire Leadership

Leaders practicing these beliefs inspire those around them to

reach their full potential. By communicating their belief in
others, they catalyze a cycle of seeing, developing, and
unleashing potential. This collaborative culture fosters
innovation and adaptation in the face of challenges.

Holistic Understanding of People

Trust & Inspire leaders appreciate individuals as whole

beings, recognizing that their performance is affected by

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diverse aspects of their lives. This holistic approach allows
leaders to build deeper connections and understanding, which
is vital for fostering a thriving environment.

The Abundance Mindset

Trust & Inspire leaders adopt an abundance mindset, shifting

from competition to collaboration. They celebrate the
successes of others and recognize that shared victories do not
diminish their own but enhance the overall success of the
team or organization.

Service Above Self

This leadership paradigm rests on the understanding that

effective leadership is about serving the greater good,
intertwining stewardship with purpose to enrich the lives of
others while achieving common goals.

Going First

Trust & Inspire leaders initiate change by modeling

appropriate behaviors and values, demonstrating that true
influence starts with personal accountability and authenticity,

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thereby encouraging others to follow suit.
Through this comprehensive framework, Trust & Inspire
leaders engage and empower those around them, ushering in
a transformative leadership style that benefits individuals,
teams, and the organization at large.

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Example
Key Point:Unleashing Potential.
Example:Imagine stepping into the role of a leader who
actively champions your potential. You have a creative
idea that could revolutionize how your team operates,
and instead of fear of criticism, you feel the support of
your leader. They not only listen but encourage you to
pursue your vision, offering resources and insight to
help you shine. This empowers you not just to
contribute but to lead initiatives, fueling your growth
and confidence. You become part of a thriving culture
where everyone is motivated to explore their strengths,
embodying the Trust & Inspire principle that every
individual possesses untapped greatness.

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Critical Thinking
Key Point:The Shift to Trust & Inspire Leadership
Critical Interpretation:The key point emphasized in this
chapter is the fundamental shift from a Command &
Control leadership style to a Trust & Inspire model,
which posits that leaders should view their team
members as individuals teeming with potential. While
Covey’s perspective pushes for an uplifting embrace of
people’s capabilities, one can argue that not all
organizational cultures or individuals may respond
positively to such a style. For instance, in high-stakes
environments, a more directive leadership approach may
sometimes yield quicker results. Studies, such as those
published in the *Harvard Business Review*, provide
evidence that a balance between commanding authority
and nurturing inspiration can be critical, as different
situations may necessitate different leadership
responses. Thus, while Covey's vision of nurturing team
members fosters creativity, it is essential for leaders to
assess their specific context and the unique needs of
their teams.

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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

Overview

This chapter emphasizes the importance of modeling as a

leadership practice. By embodying values and virtues,
leaders can inspire their teams through example, thus
fostering trust and a positive culture.

Key Example

A CEO demonstrated exceptional trust in his leadership by

inviting employee feedback on his role, resulting in
overwhelming support from his team. This act showcased
humility and courage, essential traits for effective leaders.

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Modeling and its Significance

-
Influence through Example
: Leaders, intentionally or unintentionally, model behaviors
that influence those around them.
-
Credibility
: Effective leadership hinges on both character and
competence. Leaders must demonstrate reliability and skill to
gain trust.
-
Moral Authority
: Unlike formal authority, moral authority comes from being
perceived as a good leader through one’s actions and
treatment of others.

Behavioral Virtues Essential for Leaders

1.
Humility and Courage
: These intertwined virtues encourage leaders to acknowledge
their limitations and address difficult issues with integrity.
2.

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Authenticity and Vulnerability
: Being genuine and open fosters trust. Vulnerability, often
seen as weakness, is a strength that can deepen connections.
3.
Empathy and Performance
: Understanding others leads to better collaboration and
improved outcomes. Performance is crucial, but it should not
come at the expense of empathy.

The Role of Empathy

Empathy allows leaders to relate to others' feelings and

perspectives, which is vital for fostering understanding and
cooperation in teams.

Performance as a Foundational Element

Delivering results is essential. Good leaders integrate

empathy with a focus on performance to achieve credible
outcomes.

Modeling Successful Leadership: Cheryl

Bachelder’s Story

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Cheryl transformed Popeyes by listening to franchisees,
demonstrating empathy, and holding herself accountable. Her
actions led to significant improvements in trust and
performance, showcasing that true leadership serves others.

Self-Evaluation Questions for Leaders

1. Do those around me view me as credible and with moral

authority?
2. Am I seen as modeling humility, courage, authenticity,
vulnerability, empathy, and performance?
3. Do I embody a "go first" mentality?

Conclusion

Leaders have the power to model behaviors that promote a

culture of trust and inspiration. By starting with
self-evaluation and accountability, leaders can foster positive
change within their organizations. Each individual has the
potential to model virtues that benefit their teams and
communities, proving that leadership is about service and
integrity.

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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 in your life who believed in you and

extended trust, fostering your confidence. Stephen M.R.
Covey shares his experience with John Walsh, who took a
chance on him despite numerous rejections during his job
search.

Trustworthiness versus Trust

Covey emphasizes that trust is not merely about being

trustworthy but also about the willingness to extend trust to
others. He highlights the challenge of "trustworthy"
individuals who fail to trust others. He explains that trust can

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be seen as both earned and given, and emphasizes the
formula for trust: Trustworthiness x Trusting = Trust.

The 2nd Stewardship—Trusting: How You Lead

In Trust & Inspire leadership, trusting is essential. It involves

empowering others rather than controlling them. Covey
discusses the necessity of extending trust generously while
maintaining accountability.

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

Extending trust leads to a positive work environment, as

people feel happier and more motivated. Covey cites
examples of high-trust cultures leading to better performance
and employee satisfaction.

The How of Trusting: Clarify Expectations and

Practice Accountability

Effective trusting involves clear expectations and

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he established trust by asking
for commitment and supporting his team's decisions.

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

Chapter 7: The 3rd Stewardship: Inspiring, or

Connecting to Why

Inspiration as Key Leadership Quality

Effective leaders inspire action by instilling a sense of

purpose and belonging, creating followers who act out of
inspiration rather than motivation. The need for inspirational
leadership is growing in a world that demands more than
traditional engagement and motivation strategies.

The Impact of Leadership on Retention

Research shows that poor leadership is a primary cause of

employee turnover. People often leave jobs due to
dissatisfaction with their managers rather than the work
itself. Fulfillment in work is deeply influenced by

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relationships, reinforcing the idea that leaders must prioritize
the well-being of their team members.

Competencies of Inspiring Leadership

Studies highlight that the ability to inspire is often the most

desired quality in a leader. However, there is a significant
gap between this desire and the actual capability of leaders to
inspire those around them.

Inspiration is Accessible to Everyone

Inspiration should not be equated with charisma; anyone can

inspire through authenticity and connection. Inspirational
figures often demonstrate care and support, which fosters
inspiration in others. Inspiring others is recognized as a skill
that can be developed by anyone.

Connecting with People and Purpose

To inspire effectively, leaders must connect with individuals

and communicate the deeper purpose behind their work. This
includes finding personal "why's" and building relationships
based on care and authentic connections.

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Three Levels of Connection

1.
Self Level
: Leaders should first identify their own purpose to inspire
others authentically.
2.
Relationship Level
: Demonstrating genuine care fosters deeper connections with
individuals.
3.
Team Level
: Creating a sense of belonging amongst team members
motivates them through shared purpose and mutual respect.

From Success to Significance

Leaders must transition from a focus solely on success to

creating significance in their teams. Understanding that
people yearn for meaning can help leaders foster fulfilling
work environments. This significance often outweighs
monetary motivations, with research showing that having a
purpose greatly enhances employee engagement and

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productivity.

Connecting to Purpose

Organizations should strive to connect their mission to

deep-seated values and contributions, moving beyond mere
compliance to genuine purpose. Successful organizations
emphasize meaningful work that contributes to societal
betterment, inspiring employees to engage passionately with
their roles.

Building Meaningful Relationships

Leaders are encouraged to develop one-on-one connections

with team members. This intentional focus on
relationship-building yields long-term benefits in trust,
productivity, and engagement.

Creating Purpose in All Roles

Inspiration and purpose can be fostered in any role,

regardless of perceived significance. Examples from various
organizations illustrate how leaders can create meaningful
connections to work, transforming mundane tasks into

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purposeful contributions.

Inspiring Through Authentic Connection

True inspiration arises from authentic relationships that foster

trust and a sense of belonging. Leaders should prioritize
understanding the individual motivations of their team
members, reinforcing the feeling that their contributions
matter.

Conclusion: The Role of a Trust & Inspire Leader

Ultimately, leaders are responsible for inspiring others by

connecting them to a shared purpose—transforming
traditional leadership roles into ones that genuinely inspire
engagement and high performance. The greatest leaders
embody the principles of modeling, trusting, and inspiring,
cultivating an environment where people feel valued and
connected to their work.

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Example
Key Point:Inspiring Leaders Connect to the Deeper
Purpose Behind Work
Example:Imagine walking into your workplace, where
your manager begins each week by sharing a personal
story about why the team's project matters not just for
the company, but for the community. This authentic
connection to purpose fills the room with enthusiasm,
making you eager to tackle Monday's challenges. You
realize your daily tasks contribute to something
significant, inspiring you to collaborate and innovate
because you feel valued and part of a greater mission.
This illustrates how true leadership hinges on
connecting people to their 'why,' fostering a culture
where inspiration transcends mere motivation.

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Critical Thinking
Key Point:The Nature of Leadership Influence
Critical Interpretation:While Covey posits that inspiring
leadership is crucial, one must question whether this
ideal holds universally. Leadership effectiveness can
vary significantly depending on cultural contexts,
individual personalities, and specific organizational
dynamics. For instance, research by Goleman (1995) on
emotional intelligence reveals that leadership styles
must adapt to situations rather than follow a
one-size-fits-all inspirational model. Therefore, while
the connection between inspiration and performance is
compelling, it may not be universally applicable,
suggesting that not all leaders can inspire effectively in
every circumstance.

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Chapter 8 Summary : Stewardship
Agreements

CHAPTER 8: Stewardship Agreements

Introduction

Virginia Rometty emphasizes the importance of viewing

leadership as stewardship rather than just a managerial role.
This chapter explores the concept of stewardship agreements
as a means for leaders to balance results with building
relationships.

Solving the False Dichotomy

Leaders face the constant struggle between completing tasks

and building relationships. Trust & Inspire leaders
understand that achieving results and fostering relationships
can coexist. The approach is centered on how results are
achieved, focusing on both outcomes and the interpersonal
process.

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The Imprint of Stewardship

Leadership as stewardship encourages leaders to rise to their

roles and inspires commitment and responsibility. An
abundance mentality reinforces the belief that everyone has
greatness within them, fostering a productive and positive
leadership environment.

The Tool: Stewardship Agreements

Stewardship agreements enable mutual trust, clarify

expectations, and promote accountability. They can be
applied in various contexts, emphasizing the need for clear
guidelines without micromanagement. This practice is
especially crucial in the modern context of remote work.

The Shift in Leadership Paradigms

The concept of stewardship agreements moves professional

relationships from command and control to horizontal
partnering and self-governance. This shift is vital in adapting
to the new ways of working that emerged during the
pandemic.

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The Five Elements of a Stewardship Agreement

1.
Desired Results
: Clearly define and mutually commit to what needs to be
accomplished.
2.
Guidelines
: Establish boundaries within which results must be achieved,
including ethical standards and organizational values.
3.
Resources
: Identify the resources available for achieving the desired
results, enabling proper planning and support.
4.
Accountability
: Agree on how to measure progress and performance,
emphasizing self-assessment and continuous improvement.
5.
Consequences
: Discuss the implications of achieving or not achieving the
desired results, including potential growth or development.

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Practical Applications

The chapter includes examples of how stewardship

agreements foster accountability and allow individuals to
self-evaluate their performance. It advocates for regular
check-ins to maintain clarity and focus.

Dealing with Setbacks

When a stewardship agreement is violated, the focus should

be on behavior rather than attacking individuals. Addressing
the agreement can help realign expectations and maintain the
relationship's integrity.

Conclusion

Stewardship agreements empower leaders and teams to

collaborate effectively, enhancing performance and
relationships. The transition from traditional management to
a coaching mindset fosters an environment where individuals
can thrive, ensuring that both tasks and relationships are
prioritized in leadership practices.

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

Chapter 9: What Trust & Inspire Is Not

Introduction

This chapter explores the misconceptions surrounding Trust

& Inspire leadership and clarifies what it truly entails. It
emphasizes the importance of understanding both the concept
and its boundaries to enhance its application in various
contexts.

1. Trust & Inspire Leadership is Not Weak

- Traditional views often equate strength with control and

dominance.
- True strength in leadership involves openness, authenticity,
and trust.
- Engaging in dialogue and recognizing team members’
strengths exemplify strong leadership.

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2. Trust & Inspire Leadership is Not a Lack of
Control

- Leadership requires some level of control, but Trust &

Inspire enhances control by fostering trust and
self-accountability among team members.
- High engagement and personal commitment reduce the
need for external control and regulations.

3. Trust & Inspire Leadership is Not a Lack of

Structure

- Structure is vital for organizational effectiveness.

- Trust & Inspire does not mean eliminating structure but
adapting it to align with current realities and needs.
- Organizations should assess and redesign structures to
promote efficiency and support a Trust & Inspire approach.

4. Trust & Inspire Leadership is Not a Lack of

Vision or Direction
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- A clear and compelling vision is essential for effective
leadership.

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

CHAPTER 10: Barrier #1: “This Won’t Work

Here”

Overview of Common Concerns

Many individuals express skepticism about implementing a

Trust & Inspire leadership style in their specific
environments due to various barriers, such as lack of support,
time constraints, or organizational culture.

Understanding Circles of Influence

-
Circle of Concern:
List factors beyond your control (e.g., the economy).
-
Circle of Influence:
Identify aspects you can impact, even minimally.

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The Power of Leadership

Despite contextual challenges, every environment can benefit

from a Trust & Inspire approach. Change can be initiated
from any position by leading by example and acting within
your sphere of influence.

The Victim Mentality

Many organizations suffer from a mindset where individuals

blame external factors rather than taking personal
responsibility. This leads to inaction and a false narrative that
change is impossible.

Shifting Perspectives on Systems and Structures

While systems may seem restrictive, they can be reshaped by

changing individual mindsets. Encouraging leaders to
embrace Trust & Inspire principles can lead to a broader
transformation in organizational culture.

Actionable Solutions

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1.
Model Behavior:
Demonstrating desired leadership traits can influence others.
2.
Mentor Others:
Enhance your impact by helping others develop their skills
and adopt the new approach.

Case Study: Janita's Leadership Journey

Janita navigated a Command & Control environment by

implementing Trust & Inspire principles within her team.
Her success inspired others, leading to a ripple effect that
transformed the corporate culture, culminating in recognition
from the CEO.

Conclusion: Start Now

Encouraging self-reflection and proactive action, individuals

are urged to begin their journey of influence regardless of the
circumstances they face. Starting small and believing in one's
ability to inspire change can lead to significant outcomes.

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

Barrier #2: Fear—or “But What If…”

Fear is a universal human experience, particularly in

decision-making and trying new things. It prompts the phrase
"But what if…," leading to various concerns that may stem
from past experiences or irrational thoughts. This chapter
discusses common fears that hinder moving from Command
& Control to Trust & Inspire leadership and suggests
solutions for each.

1. “But What If I Lose Control?”

Many leaders equate control with leadership, fearing loss of

authority when adopting a Trust & Inspire approach. A key
example is a CEO from a bank who represented Command &
Control while facing a Trust & Inspire presentation. The
irony is that true control comes from trusting and inspiring
team members, not through extensive rules. Companies like
Nordstrom exemplify this by having a simple rule: "Use

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good judgment."

Solution:
Extend "smart trust." Leaders should start with a high
propensity to trust but assess each situation's credibility and
risk before extending trust.

2. “But What If It Doesn’t Work?”

Leaders fear outcomes, but the real risk lies in maintaining

outdated leadership styles in a changing world. A balance
between risk and return is essential. Jeff Bezos emphasizes
that failure is a part of invention, advocating for a mindset
that is open to learning from mistakes.

Solution:
Leaders must accept that risk is inherent in new approaches
and focus on maximizing positive outcomes rather than just
minimizing risks.

3. “But What If I’ve Been Burned Before?”

Experiencing betrayal can lead to distrust, but allowing past

betrayals to dictate future trust can hinder leadership. It’s

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crucial to recognize that not everyone is untrustworthy, and
extending trust to the right people can foster a positive
environment.

Solution:
Avoid letting one betrayal inform your view of others;
extend trust to those who deserve it.

4. “But What If I Don’t Get the Credit?”

A scarcity mindset can lead to a lack of collaboration and

inspiration. It’s vital to recognize that the success of others
does not diminish one’s own success; embracing an
abundance mentality promotes a supportive environment.

Solution:
Shift from a scarcity mindset to an abundance mentality by
focusing on contributions rather than personal recognition.

5. “But What If I’m Not As Confident As You Think

I Am?”

Imposter syndrome affects many leaders, leading to feelings

of inadequacy. Building self-trust through credibility can

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help leaders overcome doubt and feel more empowered.

Solution:
Model behavioral virtues and work from the inside out to
increase self-confidence and trustworthiness.

Conclusion:

Fear is a natural response that can inhibit leadership.

However, trust acts as a remedy. By establishing trust in
themselves and others, leaders can break through fears and
foster a culture of growth. Instead of dwelling on potential
failures, asking, "What if it does work?" can transform the
narrative and lead to positive outcomes.

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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

Overview of Control Difficulties

Many people struggle with allowing others to complete tasks,

leading to frustration when they feel the need to control how
things are done. This mindset can hinder collaboration in
personal, professional, and community settings.

Impact on Morale and Creativity

The fear of relinquishing control can diminish morale and

stifle creativity. An example from the author’s children
highlights how poorly applied control can make young
people feel undervalued, despite positive outcomes.

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Trust & Inspire Leadership Approach

Trust & Inspire leaders embrace a mindset that recognizes

failure as a pathway to growth and innovation. They
understand that maintaining clear expectations and
accountability is essential but also acknowledge the need to
delegate and inspire independence in others.

Encouraging Growth Through Letting Go

Creating an environment where individuals can take risks

and learn from their mistakes fosters autonomy and
creativity. A teacher's decision to allow her students to
choose their final projects showcased how letting go can lead
to exceptional and diverse results.

Rethinking Policies

Many existing policies stem from outdated practices that

hinder trust. Leaders are encouraged to evaluate whether
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current Bookey
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be created Fullnot
if they were Text andin
already
Audio
place, promoting a culture of trust over strict adherence to
rules.

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

CHAPTER 13: Barrier #4: “I’m the Smartest One

in the Room”

Introduction

This chapter discusses the detrimental mindset of leaders

who perceive themselves as the smartest individuals in their
organizations. Such a mentality can hinder collaboration,
creativity, and morale.

The Illusion of Idea Meritocracy

A case study of a company president who claimed, "the best

idea wins," illustrates a disconnect between his words and
actions. Despite encouraging idea sharing, he consistently
favored his own proposals, leading to disengagement among
team members.

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Impact of Leadership Style

Leaders often inadvertently project superiority through their

controlling leadership styles, discouraging true collaboration.
This leads to frustration within teams as members feel their
contributions are undervalued, stifling innovation and
morale.

Trust & Inspire Leadership

A Trust & Inspire leader clearly communicates when seeking

input versus simply requesting support. Such leaders
empower their teams, recognizing the importance of diverse
perspectives and fostering an environment where ideas can
thrive.

The Necessity of Humility

True leadership is anchored in humility. Great leaders

prioritize what is right over who is right, fostering a culture
of trust that encourages contributions from all team members.

Listening and Respecting Input

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Effective listening demonstrates respect and openness to
ideas. Leaders must actively engage in discussions, valuing
all contributions to inspire collaboration.

Embracing a Growth Mindset

Leaders should maintain a growth mindset, not just for

themselves but also for their teams. Recognizing the potential
in others fosters an environment where team members feel
capable of growth and contribution.

Combining the Three Steps

The effectiveness of leadership hinges on the interplay of

humility, active listening, and a growth mindset. Together,
these qualities foster collaboration, inspire innovation, and
build trust within teams.

Conclusion

The greatest strength of a leader lies in valuing the collective

intelligence of the team. By moving away from the mentality
of being the smartest in the room, leaders can unlock the full
potential of their teams and drive greater success.

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Critical Thinking
Key Point:The importance of humility in leadership
can significantly impact team dynamics and
innovation.
Critical Interpretation:While Covey champions the need
for leaders to adopt a humble and collective approach,
it's essential to question whether his perspective
universally applies across different organizational
contexts. Leadership effectiveness can vary greatly
depending on industry norms and the specific challenges
faced by teams, suggesting that a one-size-fits-all
attitude towards humility might overlook vital aspects
of practical leadership (Yukl, 2010). For instance,
assertive leadership could be necessary in high-stakes
environments where quick decisions are crucial. Thus,
the idea that humility is always beneficial should be
critically examined. Furthermore, research from various
sources indicates a balance between humility and
decisiveness may yield the best results in leadership
scenarios (Zaccaro & Klimoski, 2001).

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

Barrier #5: “This Is Who I Am”

Through learning, individuals have the capability to recreate

themselves and perceive the world differently, as noted by
Peter Senge.

The Fixed Mindset of “I Can’t Change”

People often resist change, citing phrases like “This is just

who I am” or “I can’t change.” These statements reflect a
fixed mindset, contrary to the growth mindset advocated by
Carol Dweck.

The Impact of Command & Control

Many have been raised in Command & Control

environments, which can create deeply ingrained habits.
Despite past successes, such approaches become ineffective
in today's rapidly changing world. As Yoda famously stated,

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“You must unlearn what you have learned.”

Becoming a Trust & Inspire Leader

-
Mindset Shift
: Individuals must recognize that they are not limited by their
pasts and can choose to rescript their leadership style.
-
Seek New Models
: Finding new leadership models and mentors is vital for
transformation.

Examples of Rescripting in Leadership

-
April Wensel
: A programmer who transitioned from being a stereotypical
“jerk” to embracing compassion in her work.
-
Ralph Stayer
: Transitioned from a Command & Control approach at
Johnsonville Sausage to a Trust & Inspire leadership style,
resulting in improved morale and performance.

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-
Andy Pearson
: Transformed his leadership style after retiring from
PepsiCo, fostering a culture of collaboration at YUM!
Brands.

The Power of Rescripting in Life

Elizabeth Smart’s story serves as a powerful example; after

being kidnapped at fourteen, she chose to rise above her
traumatic experiences and became an advocate for others,
showcasing that individuals can define their own narrative
despite hardship.

Taking Control of Your Narrative

Every individual has the capacity to reinvent themselves,

either as a leader or in life. Embracing a growth mindset
enables a person to rescript their style and actions,
illustrating that it’s possible to change personal and
professional trajectories.

Quick Assessment of Common Barriers

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Readers are encouraged to assess which barriers they
resonate with and how these may hinder their journey 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

Introduction

- The chapter discusses the universal potential for greatness

in every individual, emphasizing the roles of parenting,
teaching, coaching, and other social functions.
- Highlights a personal story about Jonathan Horton's
adventurous spirit and how his parents harnessed his
potential through gymnastics.

The Importance of Roles in Life

- Everyone can act as a leader in their personal, professional,

or community roles, regardless of their titles.

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- Encourages reflection on whether one operates from a
Command & Control or Trust & Inspire perspective, and the
impact of each on those around them.

Trust & Inspire Parenting

- Discusses the challenges and rewards of parenting.

- Differentiates between Command & Control parenting,
which often controls behavior, and Trust & Inspire parenting,
which nurtures potential.
- Successful parenting involves seeing children as capable
individuals and creating an environment where they thrive.
- Emphasizes the importance of modeling good behavior,
trusting children, and nurturing their interests.

Trust & Inspire Teaching

- Highlights the significant impact teachers can have on their

students' lives and the importance of viewing them as
individuals with potential.
- Critiques the Command & Control structure prevalent in
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- Advocates for a Trust & Inspire approach that fosters

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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.For the first time—literally—substantial and
rapidly growing numbers of people have choices.
For the first time, they will have to manage
themselves. And society is totally unprepared for
it.
2.The difference between what we are doing and what we’re
capable of doing would solve most of the world’s
problems.
3.The world has changed. Our style of leadership has not.
4.What has worked in the past simply won’t work anymore.
5.Your job is about being able to help people realize their
best potential. That’s what, in fact, is expected of you.
6.You can manage resources. You can manage systems. You
can manage processes and procedures. But you cannot
effectively manage people.

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7.There are only two ways to influence human behavior. You
can manipulate it, or you can inspire it.
8.Leadership is a choice, not a position.
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
productive than energy devoted to patching leaks.
3.The most impactful way to attract, retain, engage, and
inspire the best people is through culture.
4.If we want to move the needle on engagement, trust is the
number one factor that drives it—by far!
5.Creativity flows out of inspiration, and people are inspired
when they are unleashed—and when they have purpose.
6.The return on being a Trust & Inspire leader is infinitely
better than any return on Command & Control.
7.Every airman, every day, an innovator.
Chapter 3 | Quotes From Pages 71-79
1.A good intention, with a bad approach, often leads

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 to a poor result.
2.Always assume positive intent. Whatever anybody says or
does, assume positive intent. You will be amazed at how
your whole approach to a person or problem becomes very
different.
3.You know your own heart and your intent—but does your
style match it?
4.People don’t want to be managed; they want to be led.
5.To make it over the chasm, we need to adopt the
fundamental beliefs of a Trust & Inspire leader.
6.Principles are universal, natural laws that apply at all times,
in all cultures, and in all contexts.

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Chapter 4 | Quotes From Pages 83-99
1.I believe in you.” —BLAISE PASCAL
2.People have greatness inside them… so my job as a leader
is to unleash their potential, not control them.
3.Don’t treat people according to their behavior; treat them
according to their potential.”—GOETHE
4.People are whole people… so my job as a leader is to
inspire, not merely motivate.
5.There is enough for everyone… so my job as a leader is to
elevate caring above competing.
6.Leadership is stewardship… so my job as a leader is to put
service above self-interest.
7.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.It’s better to be trusted than to be liked.

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3.Example is not the main thing in influencing others; it’s the
only thing.
4.It takes courage to have humility, but that act of
vulnerability is what endears people to us.
5.Vulnerability is not weakness; it’s our greatest measure of
courage.
6.The leader must have both the courage to take people to a
daring destination and the humility to selflessly serve
others on the journey.
7.It’s easy to regard those who inspire us as nearly
superhuman. We might say, 'Sure, they can be vulnerable
because they’ve got so much going for them already.'
8.We cannot teach that which we are not any more than we
can return from a place we haven’t been.
Chapter 6 | Quotes From Pages 125-146
1.Just remember that your real job is that if you are
free, you need to free somebody else. If you have
power, then your job is to empower somebody else.
2.Trusting creates the right conditions. Trusting ignites

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 people by waking them up and inspiring them to be better
than before.
3.To be trusted is the most inspiring form of human
motivation. It brings out the best in us all.
4.Trustworthiness x Trusting = Trust
5.I prefer to give my trust a hundred times and risk being
disappointed two or three times than to live perpetually in
an atmosphere of distrust.
6.When you clarify expectations, you create a shared vision
and agreement up front about what is to be done.
7.Nothing grows people better—or faster—than an extension
of trust.
8.You want to know how I’ve survived as long as I have? I
trust no one. Assume everyone will betray you, and you
will never be disappointed.
9.How wonderful it is that nobody need wait a single
moment before starting to improve the world.

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Chapter 7 | Quotes From Pages 147-172
1.Great leaders… are able to inspire people to act.
Those who are able to inspire give people a sense
of purpose, or belonging… are able to create a
following of people who act not because they were
swayed, but because they were inspired.
2.I skate to where the puck is going to be, not to where it has
been." — WAYNE GRETZKY
3.People Don’t Leave Organizations, They Leave Bad
Bosses
4.We live in a time of 'influencers,' with more media than
ever. We occasionally like to be mindlessly entertained, but
we frequently gravitate toward people and stories that
inspire us.
5.Authenticity that inspires.
6.If you inspire people, it also means they respect you, they
value your life and experience. They trust you.
7.To be inspired is great, but to be an inspiration is an
honor." — JULIETTE GORDON LOW

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8.Life is about contribution, not accumulation.
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.
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 need to manage oneself is creating a revolution in
human affairs… It requires new tools and far-reaching
changes in traditional thinking and practices.
5.As a leader… your principal job is to create an operating
environment where others can do great things.
6.The real opportunity for success lies within the person and
not in the job.
7.Projects come and go, but people contain almost limitless
potential. Your job is to develop and unleash their potential.
Chapter 9 | Quotes From Pages 188-201

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1.To share your weakness is to make yourself
vulnerable; to make yourself vulnerable is to show
your strength.
2.Be the designer of your world and not merely a consumer
of it.
3.The greatest danger for most of us lies not in setting our
aim too high and falling short; but in setting our aim too
low and achieving our work.
4.If I had asked people what they wanted, they would’ve said
'a faster horse.'
5.How much more could those you serve accomplish if
instead of monitoring for compliance you were mentoring
for creation?
6.When we believe in the unseen potential within each
person, we’re inspired to treat people according to their
potential rather than their behavior.

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Chapter 10 | Quotes From Pages 205-211
1.Start where you are. Use what you have. Do what
you can.
2.If you think the problem is out there, that very thought is
the problem.
3.You can model a Trust & Inspire way of leading regardless
of how anyone else acts.
4.Many will look at this example and say, 'Wow, that would
be so great if we had a CEO like hers who was willing to
implement that style!' But that wasn’t how it happened at
all.
5.Start now. Start where you are. Start with fear. Start with
pain. Start with doubt. Start with your hands shaking. Just
start.
Chapter 11 | Quotes From Pages 212-226
1.Ultimately, we know very deeply that the other
side of every fear is a freedom.
2.You can never come up with enough rules for people you
don’t or can’t trust. Rules can never exert more control

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 over a person’s action than what a person can do when
inspired.
3.There is actually more control in a Trust & Inspire culture
than in a rules-based culture.
4.Failure and invention are inseparable twins.
5.Don’t let the one tell you about the many. Don’t let the 5
percent you can’t trust tell you about the 95 percent you
can.
6.It’s amazing what you can accomplish… where you have
people who don’t care who gets the credit.
7.Abundance flows out of our credibility, because integrity
and authenticity breed inner security.
8.Fear is a reaction; trust is a choice.
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
need.
2.The inability to let go can be damaging to morale and
stifling to creativity.

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3.Failure is the pathway to growth and innovation.
4.People have greatness inside them, and that the power is in
the seed—knowing that people have untapped potential.
5.If we didn’t already have this policy in place, would we
create it today? If the answer is no, then let it go.
6.Their willingness to learn from their failure, and to grow
from it, helped them achieve better outcomes for everyone.

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Chapter 13 | Quotes From Pages 231-241
1.None of us is as smart as all of us.
2.The best idea wins!
3.You can do what I cannot do. I can do what you cannot do.
Together we can do great things.
4.If you want to go far fast, go together with trust.
5.Alone we can do so little; together we can do so much.
6.The person sitting at the apex of the intelligence hierarchy
is the genius maker, not the genius.
7.It’s great to be smart, but remember that none of us is as
smart as all of us.
Chapter 14 | Quotes From Pages 242-248
1.Through learning, we re-create 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.
2.What got you here won’t get you there.
3.We are not programs on a set course, laid out by someone

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 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.
5.Other companies use their people to build a business, but at
Johnsonville we use our business to build our people.
6.You say to yourself, if I could only unleash the power of
everybody in the organization, instead of just a few people,
what could we accomplish? We’d be a much better
company.
7.Elizabeth chose to rescript.
8.You are capable of reinventing yourself, as a company or as
a leader, while preserving the core of what you are.
Chapter 15 | Quotes From Pages 250-270
1.The potential for greatness lives within each of us.
2.The most important decision we will make: how to remove
barriers to people’s unique capabilities.
3.Trust & Inspire truly does apply to any context, even yours.
4.Children who feel managed respond the same way you do:

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 they become disengaged, uninspired, distrusted, and
apathetic.
5.The greatness is in the seed, not the gardener.
6.You can never teach a person anything; you can only help
him find it within himself.
7.The four most powerful words are: I believe in you.
8.You don’t need to create a new program like Muriel did to
be an effective teacher or administrator.
9.One of the key assistant coaches left. And I couldn’t work
in that environment without him.
10.Real love is putting our bias aside and seeing children for
who they truly are and for who they truly can and want to
be.

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Trust and Inspire Questions
View on Bookey Website

Chapter 1 | The World Has Changed, Our Style of

Leadership Has Not| Q&A
1.Question
What is the central message of Chapter 1 in 'Trust and
Inspire' by Stephen M.R. Covey?
Answer:The central message is that the world has
dramatically changed in terms of technology, work
nature, workplace dynamics, workforce diversity,
and choices, but leadership styles have not kept pace
with these changes. There is a strong need for a shift
from traditional Command & Control leadership to
a more relevant Trust & Inspire approach to
effectively engage, empower, and utilize the potential
of today’s workforce.

2.Question
How do Peter Drucker’s observations relate to the
current workforce situation?
Answer:Peter Drucker emphasizes that unprecedented

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numbers of people now have choices and the ability to
manage themselves, highlighting a transformation in the
human condition. This insight relates to the current
workforce as it showcases how many employees feel
pressured to perform more while being unable to fully utilize
their talents, calling for a leadership style that allows for
greater autonomy and creativity.

3.Question
What frustrations do employees commonly express
regarding their leadership?
Answer:Employees often express frustrations such as feeling
micromanaged, lacking trust from management, experiencing
a disconnect in company culture, feeling undervalued in their
contributions, and struggling with motivation in virtual work
environments.

4.Question
What are the 'Five Emerging Forces' identified in
Chapter 1?
Answer:1. The Nature of the World Has Changed - Rapid

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technological innovations and societal changes. 2. The
Nature of Work Has Changed - A shift towards knowledge
and service-based work. 3. The Nature of the Workplace Has
Changed - Increased prevalence of remote and hybrid work
models. 4. The Nature of the Workforce Has Changed - A
more diverse workforce with varied expectations. 5. The
Nature of Choice Has Changed - An explosion of options for
workers leading to greater autonomy.

5.Question
What are the 'Epic Imperatives of Our Time' according
to Covey?
Answer:The two epic imperatives are creating a high-trust
culture that attracts and retains talent, and fostering
collaboration and innovation to remain relevant in a changing
marketplace.

6.Question
How does Satya Nadella exemplify the Trust & Inspire
leadership model?
Answer:Satya Nadella transformed Microsoft by embodying

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the Trust & Inspire leadership style through demonstrating
empathy, humility, and a commitment to personal and
organizational growth, which resulted in revitalizing the
company’s culture and significantly increasing its market
value.

7.Question
How does Covey differentiate between management and
leadership?
Answer:Covey distinguishes management as handling things
and processes efficiently, whereas leadership is about
inspiring and leading people, focusing on their potential and
development rather than merely controlling them.

8.Question
What is the significance of intrinsic motivation in the
context of Trust & Inspire?
Answer:Intrinsic motivation is key to Trust & Inspire
leadership as it encourages individuals to engage and excel in
their work driven by internal satisfaction and purpose, rather
than external rewards or punishments.

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9.Question
What does the author suggest is a more effective
approach than traditional motivation techniques?
Answer:The author suggests that inspiring individuals by
connecting them to purpose and meaning in their work is far
more effective than traditional carrot-and-stick motivation
techniques.

10.Question
What can individuals do to become Trust & Inspire
leaders regardless of their formal position?
Answer:Individuals can lead by choosing to inspire and
encourage those around them, regardless of their titles or
positions, by modeling Trust & Inspire principles in their
interactions and relationships.
Chapter 2 | The Increasing Irrelevance of Command
& Control| Q&A
1.Question
What lesson can we learn from Blockbuster's decline and
Netflix's rise regarding leadership styles?
Answer:The decline of Blockbuster and the rise of

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Netflix highlight the importance of adaptability in
leadership. Blockbuster became a victim of its own
past success and failed to innovate in the face of new
challenges, demonstrating the danger of relying on
outdated strategies like Command & Control. In
contrast, Netflix continuously adapted its business
model, embraced change, and fostered a culture of
innovation. Leaders must be willing to evolve their
leadership style to inspire trust and encourage
collaboration in order to succeed in a rapidly
changing environment.

2.Question
How does a Trust & Inspire culture impact employee
engagement and retention?
Answer:A Trust & Inspire culture significantly enhances
employee engagement and retention by empowering
individuals, fostering a sense of purpose, and creating an
environment where they feel valued. Data shows that
employees are more likely to stay in organizations where

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they feel trusted and inspired, leading to a workforce that is
committed to contributing positively to their roles. This
belief holds true across all generations, indicating that trust is
a universal motivator.

3.Question
What are the consequences of operating under a
Command & Control leadership model?
Answer:Operating under a Command & Control model can
create a culture of fear, stifling creativity and collaboration.
Employees may feel disengaged, untrusted, and unlikely to
take risks or innovate. This can lead to high turnover rates
and a lack of enthusiasm among the workforce, ultimately
hindering organizational performance and adaptability.

4.Question
How does inspiration differ from mere engagement in the
workplace?
Answer:Inspiration transcends engagement; while engaged
employees are productive and invested in their work, inspired
employees actively seek to innovate and contribute

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meaningfully. Studies show that inspired employees are
significantly more productive, with their performance levels
far exceeding those of merely engaged or satisfied workers.
Inspiration creates a deeper connection to the organization
and enhances overall well-being.

5.Question
What practical steps can leaders take to foster a culture
of Trust & Inspire?
Answer:Leaders can foster a culture of Trust & Inspire by
prioritizing open communication, encouraging risk-taking
and experimentation, and recognizing and rewarding
contributions. Delegating authority, listening to employee
feedback, and creating opportunities for professional
development also empower team members, inspiring them to
innovate and collaborate. Leaders should also model trust by
being transparent in their actions and decisions.

6.Question
What role does trust play in fostering innovation within
teams?

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Answer:Trust is vital for fostering innovation within teams.
When team members feel trusted, they are more likely to
share creative ideas, take calculated risks, and collaborate
effectively. A high-trust environment encourages openness
and vulnerability, which are essential for brainstorming and
problem-solving. Consequently, organizations with a strong
trust culture are far more likely to see sustained innovation
and creative breakthroughs.

7.Question
How does General Dorothy Hogg exemplify Trust &
Inspire leadership?
Answer:General Dorothy Hogg exemplifies Trust & Inspire
leadership through her approach to empowering her airmen
to innovate and adapt. By encouraging them to think
creatively and providing support rather than
micromanagement, she fosters an environment where trust
flourishes. This leadership style enabled her team to swiftly
respond to challenges posed by COVID-19, illustrating the
power of trust in achieving remarkable results.

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8.Question
What does Warren Buffett's analogy about the leaking
boat signify for leaders today?
Answer:Warren Buffett's analogy suggests that leaders
should focus on systemic change rather than merely patching
up short-term issues. In today's rapidly changing
environment, clinging to outdated methods or practices—like
trying to fix a leaky boat—can be detrimental. Leaders must
be willing to fundamentally change their approach to suit the
current challenges and foster an adaptive culture.

9.Question
What does the phrase 'Nothing fails like success' imply
about leadership responsiveness?
Answer:The phrase 'Nothing fails like success' implies that
past achievements can create complacency, leading leaders to
use outdated strategies that may not be effective in the face
of new challenges. It emphasizes the necessity for leaders to
remain vigilant, adaptable, and willing to innovate rather
than relying on previous successes.

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10.Question
How can leaders transition from a Command & Control
style to a Trust & Inspire model?
Answer:Leaders can transition by recognizing the limitations
of Command & Control and committing to empowering their
teams. This involves shifting their mindset from managing
tasks to leading people, valuing input, and nurturing a culture
of trust. Training, self-reflection, and seeking feedback can
help leaders embrace a Trust & Inspire style that prioritizes
engagement and collaboration.
Chapter 3 | Style Is Getting in the Way of Intent|
Q&A
1.Question
What is the main issue highlighted in the chapter
regarding leadership intent versus perception?
Answer:The chapter emphasizes a significant gap
between how leaders perceive their own caring
attitude towards employees and how employees
actually experience that care. Leaders rated
themselves highly for caring, while employees rated

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their concern at much lower levels, indicating a
serious communication or perception problem that
impacts overall trust and effectiveness.

2.Question
How does the author suggest we can bridge the gap
between intent and style in leadership?
Answer:The author suggests that leaders should conduct
reality checks by reflecting on their behaviors and asking
themselves whether their actions align with their intended
message. By ensuring that their leadership style is congruent
with their positive intent, leaders can improve how they are
perceived and ultimately enhance trust.

3.Question
What personal anecdote does the author use to illustrate
the difference between intent and style?
Answer:The author recounts how his wife, Jeri, cleaned his
office with the intent of helping him, but despite her good
intentions, he felt upset because he couldn't find anything
afterwards. This reflects how even caring actions can be

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misinterpreted when they don't align with someone's
established style, in this case, the author's attachment to his
'organized mess'.

4.Question
Can leadership style be changed, and how does the author
illustrate this?
Answer:Yes, the author asserts that style is a choice and can
be adapted. He illustrates this through the story of Art Barter,
who shifted from a Command & Control style of leadership
to a Trust & Inspire approach. This transformation led to
significant improvements in his company’s performance,
demonstrating that such a change is not only possible but can
be transformative.

5.Question
What are the two overarching leadership meta-styles
discussed in the chapter?
Answer:The two overarching leadership meta-styles
mentioned are Command & Control and Trust & Inspire.
Command & Control represents a more authoritative and

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controlling approach, while Trust & Inspire focuses on
empowering and inspiring individuals.

6.Question
What does the author mean by the 'Meta-Style
Continuum'?
Answer:The Meta-Style Continuum refers to the spectrum of
leadership styles ranging from strict Command & Control to
Trust & Inspire. The author suggests that individuals often fit
somewhere along this continuum, and understanding where
one stands can help identify areas for improvement in
leadership approach.

7.Question
What impact does the author argue Trust & Inspire
leadership has on teams and organizations?
Answer:The author argues that leadership based on Trust &
Inspire fosters an environment where individuals feel valued
and empowered, leading to increased motivation,
collaboration, and effectiveness. This approach creates a
ripple effect that positively influences team dynamics and

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overall organizational success.

8.Question
How do the principles of Trust & Inspire compare to
other leadership styles over time?
Answer:The principles underlying Trust & Inspire are
enduring and universally relevant, suggesting that this style
will remain effective regardless of societal changes or trends.
In contrast, other leadership styles, like Enlightened
Command & Control, are seen as potentially outdated as they
do not effectively align with evolving organizational needs.

9.Question
What exercise does the author suggest for self-reflection
on leadership style?
Answer:The author encourages readers to assess where they
place themselves on the Meta-Style Continuum and to
consider how others might perceive them on the same scale.
This self-reflection can reveal blind spots in leadership
effectiveness and inform potential improvements.

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Chapter 4 | The Fundamental Beliefs of a Trust &
Inspire Leader| Q&A
1.Question
What is the core message about leadership in this
chapter?
Answer:The core message is that Trust & Inspire
leaders view and treat people as having inherent
greatness and potential. They believe in and nurture
this potential, contrasting with Command & Control
leaders who see people through a limited lens.

2.Question
How does a Trust & Inspire leader view their role?
Answer:A Trust & Inspire leader sees their role as one of
stewardship, where they are responsible for empowering,
developing, and inspiring others rather than controlling or
micromanaging them.

3.Question
What fundamental beliefs distinguish Trust & Inspire
leaders from Command & Control leaders?
Answer:Trust & Inspire leaders believe that people have

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greatness within them, that they are whole beings deserving
of inspiration, that abundance exists for everyone, that
leadership is about servitude, and that influence starts from
the inside out.

4.Question
How can leaders inspire others according to this chapter?
Answer:Leaders can inspire others by recognizing their
potential, communicating that belief to them, and creating
opportunities for their growth and development.

5.Question
What is the significance of the quote, 'People have
greatness inside them'?
Answer:This quote highlights the belief that every individual
holds inherent potential and capability, emphasizing that a
leader's role is to unlock and cultivate that greatness, rather
than to control or limit it.

6.Question
Why is treating people as whole individuals important in
leadership?
Answer:Treating people as whole individuals acknowledges

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their diverse needs—physical, emotional, mental, and
spiritual—which is essential to foster a supportive
environment that encourages collaboration and maximizes
their overall well-being and performance.

7.Question
What does it mean to have an abundance mindset in
leadership?
Answer:An abundance mindset means believing there is
enough success, recognition, and resources for everyone,
fostering collaboration instead of competition, and creating a
supportive atmosphere where everyone can flourish.

8.Question
How does 'going first' impact leadership?
Answer:'Going first' showcases the leader's commitment to
positive behavior and sets a standard for others to follow,
creating a ripple effect of trust and inspiration throughout the
team or organization.

9.Question
In what ways can leaders elevate caring above
competing?

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Answer:Leaders can elevate caring above competing by
fostering teamwork, celebrating others' successes, and
creating a supportive culture where collective achievements
are prioritized over individual gain.

10.Question
What is the relationship between belief and influence in
Trust & Inspire leadership?
Answer:Belief in others' potential is foundational to Trust &
Inspire leadership; when leaders genuinely believe in and
communicate that belief to their teams, it enhances their
influence and motivates higher levels of engagement and
performance.

11.Question
Why is the concept of 'stewardship' crucial in leadership?
Answer:Stewardship is important as it shifts the focus from
personal ambition to serving others, leading to more
responsible, trustworthy, and engaged leaders who prioritize
the growth and well-being of their teams.

12.Question
How can inspiring leadership create a culture of

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innovation?
Answer:Inspiring leadership encourages creativity and
collaboration by allowing team members to feel safe, valued,
and empowered to share their ideas and contribute, which
fosters an environment where innovation can thrive.
Chapter 5 | The 1st Stewardship: Modeling, or ‘Who
You Are’| Q&A
1.Question
What does the example of the CEO's email demonstrate
about leadership?
Answer:The CEO's email exemplifies humility and
courage in leadership. By inviting his employees to
decide on his continuation as their leader, he
modeled transparency and trust. His willingness to
be vulnerable and ask for feedback created a culture
of openness, encouraging others to feel empowered
to share their thoughts, ultimately leading to a high
response rate and overwhelming support.

2.Question
How is credibility built according to the chapter?

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Answer:Credibility is built through a combination of
character and competence. A leader must demonstrate both
honesty (character) and the ability to execute effectively
(competence) to gain trust from others. Without one or the
other, leaders may struggle to establish credible influence.

3.Question
What is the importance of moral authority in leadership?
Answer:Moral authority is earned through consistent
demonstration of ethical behavior and care for others, rather
than simply holding a position of power. Leaders with moral
authority inspire trust and can influence their teams more
effectively, as they are seen as individuals committed to the
greater good.

4.Question
Why is it said that 'modeling is who you are'?
Answer:Modeling reflects a leader's true self and serves as
the foundation of their influence. It encompasses the
behaviors and values a leader embodies, impacting how
others perceive and respond to their leadership, thus shaping

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the organizational culture.

5.Question
What role does empathy play in effective leadership?
Answer:Empathy is crucial for understanding and connecting
with team members. It allows leaders to appreciate others'
perspectives, creating an atmosphere of support and trust.
When people feel understood, their willingness to collaborate
and perform increases, thus enhancing overall performance.

6.Question
How do authenticity and vulnerability complement each
other?
Answer:Authenticity involves being true to one's values and
actions, while vulnerability is the willingness to show
openness and admit fallibility. Together, they create a deeper
connection with others, fostering trust and encouraging
followers to engage and contribute authentically.

7.Question
In what way does performance contribute to a leader's
influence?
Answer:Performance serves as a tangible demonstration of a

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leader's capability and credibility. Delivering results is
essential for establishing trust among team members and
stakeholders. It aligns with the moral authority and ethical
behaviors leaders model, enhancing their overall influence.

8.Question
What can leaders do to evaluate their effectiveness in
modeling behaviors?
Answer:Leaders can ask themselves reflective questions
about how others perceive their credibility, humility,
authenticity, empathy, and performance. This self-evaluation
helps identify areas for growth and improvement, enabling
leaders to align their actions with their values.

9.Question
What lessons can be drawn from the story of Cheryl
Bachelder at Popeyes?
Answer:Cheryl Bachelder demonstrated the power of Trust
& Inspire leadership by prioritizing relationships, listening to
franchisees, and modeling servant leadership. Her approach
of empathy, dedication to performance, and willingness to

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admit mistakes not only improved trust but also revitalized
the company's success.

10.Question
What does the phrase 'we cannot teach that which we are
not' imply in the context of leadership modeling?
Answer:This phrase suggests that leaders must embody the
values and behaviors they wish to instill in others. Authentic
modeling requires leaders to practice what they preach;
otherwise, they lack the credibility needed to effectively
teach or inspire those around them.
Chapter 6 | The 2nd Stewardship: Trusting, or ‘How
You Lead’| Q&A
1.Question
Who in your life has shown you trust when you least
expected it?
Answer:Think of John Walsh, who trusted me
despite my rejections. That trust changed my life.

2.Question
How did the act of someone trusting you make you feel?
Answer:I felt inspired and motivated to prove that their trust

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was justified.

3.Question
What can we learn from the example of Jim Gash
trusting Michael on a decision?
Answer:Trusting Michael without micromanagement
established immediate rapport and a culture of collaboration.

4.Question
What is more important: being trustworthy or extending
trust?
Answer:Both are vital, but extending trust often initiates
meaningful connections and growth.

5.Question
What specific behaviors can leaders practice to extend
trust?
Answer:Clarifying expectations and practicing accountability
are key to building a trusting environment.

6.Question
How does extending trust impact a leader's culture?
Answer:It fosters an environment where employees are
happier, more engaged, and more likely to perform better.

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7.Question
Why is trusting others a vital skill for effective
leadership?
Answer:Trust develops mutual respect, encourages
accountability, and leads to improved organizational
performance.

8.Question
What does it mean to be a 'First-Truster' in leadership?
Answer:Being the first to extend trust sets a powerful tone
for relationships and inspires others to follow suit.

9.Question
In what ways can a simple act of trust drastically shift a
person's performance?
Answer:When trusted, individuals feel empowered to rise to
the occasion, unleashing their potential and creativity.

10.Question
What are the risks involved in trusting someone?
Answer:There is always the risk of disappointment, but the
cost of not trusting can often be greater.

11.Question

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How does trust affect relationships and overall
happiness?
Answer:Trusting relationships are linked to higher happiness
levels, better health, and longevity.

12.Question
What is the significance of mutual accountability in
trusting relationships?
Answer:Engaging in mutually agreed-upon processes of
accountability creates commitment and reinforces trust.

13.Question
What might happen if trust is consistently withheld in an
organization?
Answer:It leads to a culture of suspicion, disengagement, and
stifled creativity.

14.Question
What is the most important outcome of trusting others
according to the chapter?
Answer:Trusting others helps them grow, increases their
capabilities, and encourages a reciprocation of trust.

15.Question

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How can leaders inspire trust in others?
Answer:By believing in their team’s potential and clearly
communicating expectations, leaders can create an
environment of trust.

16.Question
What general philosophy should guide Trust & Inspire
leaders?
Answer:The fundamental belief is that greatness resides
within people, and leaders should help unleash that potential
through trust.

17.Question
How does the experience of Leo in volleyball illustrate the
power of trust?
Answer:By extending trust, McKinlee unlocked Leo's
potential, leading him to become a leader and mentor for
others.

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Chapter 7 | The 3rd Stewardship: Inspiring, or
‘Connecting to Why’| Q&A
1.Question
What does it mean to inspire people as a leader?
Answer:To inspire people as a leader means to
connect them to a sense of purpose, belonging, and
meaning, so they act not solely out of obligation but
from a deep-seated desire to contribute and thrive.
It's about fostering an environment where
individuals feel seen, valued, and motivated from
within.

2.Question
Why is it said that people don't leave organizations, they
leave bad bosses?
Answer:People often leave organizations due to toxic
relationships or ineffective management rather than the work
itself. A bad boss can sap energy and joy, leading to
disengagement, while positive leadership fosters loyalty and
enthusiasm.

3.Question

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What are the three levels of connecting with people as a
leader?
Answer:The three levels of connecting with people include:
1) Self Level: Finding your own 'Why' to lead authentically,
2) Relationship Level: Caring for others to build trust and
understanding, and 3) Team Level: Creating a sense of
belonging among team members.

4.Question
How can a leader find their own 'Why'?
Answer:A leader can find their own 'Why' through honest
self-reflection, exploring what genuinely matters to them,
what makes them happy at work, and understanding their
motivations. This authenticity helps them inspire others
effectively.

5.Question
What is the difference between motivation and
inspiration in leadership?
Answer:Motivation typically involves external incentives or
pressures, such as rewards or fear, while inspiration comes

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from within—eliciting passion and a genuine desire to
perform well based on shared values and purpose.

6.Question
What role does caring play in leadership according to the
chapter?
Answer:Caring establishes trust and connection, making
team members feel valued and supported. It encourages open
communication and fosters a positive working environment
where individuals are motivated to contribute to their fullest
potential.

7.Question
What impact does a sense of belonging have on a team's
performance?
Answer:A sense of belonging transforms a group of
individuals into a cohesive team. When team members feel
they are part of something larger, their engagement and
motivation increase, leading to enhanced collaboration,
creativity, and overall productivity.

8.Question
Can anyone inspire others, regardless of their status or

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charisma?
Answer:Yes, anyone can inspire others. Inspiration isn't
reserved for charismatic leaders alone; it stems from
authenticity, care, and the desire to connect deeply with
others.

9.Question
How can leaders embed purpose into their organizations?
Answer:Leaders can embed purpose into their organizations
by clearly communicating the reasons behind their actions,
helping employees connect their personal motivations to the
wider organizational goals, and fostering an environment
where contributions are recognized and valued.

10.Question
What is co-purposing in the context of leadership?
Answer:Co-purposing refers to the alignment of individual
and organizational purposes, where leaders help team
members see how their work supports the larger mission,
enhancing both personal fulfillment and organizational
effectiveness.

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11.Question
Why does the author emphasize the importance of
inspiration over mere success?
Answer:The author emphasizes inspiration over mere success
because true fulfillment comes from making meaningful
contributions and feeling that one’s work has a significant
impact, rather than just achieving traditional metrics of
success like status or wealth.

12.Question
What lessons can be learned from Satya Nadella's
leadership at Microsoft?
Answer:Satya Nadella exemplified effective leadership by
modeling humility, trusting his employees, and inspiring
them through a sense of purpose. His approach transformed
Microsoft’s culture and performance, showing that a Trust &
Inspire style fosters both personal and organizational growth.

13.Question
How do feelings of care and appreciation affect employee
engagement?
Answer:When employees feel genuinely cared for and

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appreciated by their leaders, they are more likely to be
engaged, motivated, and committed to their work,
significantly enhancing overall job satisfaction and
performance.

14.Question
What does it mean to connect to purpose in the
workplace?
Answer:Connecting to purpose in the workplace means
understanding and communicating the deeper meaning
behind tasks and goals, allowing individuals to see how their
contributions are valuable to the organization's mission and
the greater good.

15.Question
What is the ultimate goal of a Trust & Inspire leader
according to the chapter?
Answer:The ultimate goal of a Trust & Inspire leader is to
inspire their team to reach their highest potential through
authentic connections, fostering a sense of belonging and
purpose, and encouraging meaningful contributions that

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elevate both individuals and the organization.
Chapter 8 | Stewardship Agreements| Q&A
1.Question
What does the phrase 'Trust & Inspire' mean in the
context of leadership?
Answer:'Trust & Inspire' represents a leadership
style that transcends the traditional 'Command &
Control' paradigm. It focuses on getting results
while simultaneously nurturing relationships,
emphasizing that the means of achieving results can,
and should, inspire trust.

2.Question
How does understanding stewardship affect a leader's
approach?
Answer:When leaders view themselves as stewards, they take
responsibility for both their performance and the potential of
those they lead. This mindset fosters a sense of duty not only
to achieve results but to develop and empower their team.

3.Question
What is a stewardship agreement and why is it

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important?
Answer:A stewardship agreement is a tool that clarifies
expectations and establishes mutual accountability. It's
crucial because it creates clear guidelines for how tasks
should be accomplished while promoting a partnership based
on trust.

4.Question
Can you share a vivid example illustrating the concept of
stewardship agreements?
Answer:One example is the 'green and clean' story where a
child is tasked with maintaining the yard. The
expectations—keeping it green and clean—are clear, but the
child is given autonomy in how to achieve those results. This
empowers the child to take ownership and learn
responsibility in a supportive environment.

5.Question
What are the five elements that should be included in a
stewardship agreement?
Answer:The five elements are: 1) Desired Results: clear

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goals of what to achieve; 2) Guidelines: boundaries within
which to operate; 3) Resources: tools and support available;
4) Accountability: processes for evaluating performance; 5)
Consequences: implications of achieving or not achieving
those results.

6.Question
How can stewardship agreements shift the dynamic
between leaders and team members?
Answer:They transform the relationship from a hierarchical
structure to a partnership, where team members take
accountability for their own performance rather than being
monitored by a supervisor. This encourages self-governance
and focuses on empowering individuals.

7.Question
What impact does a high-trust environment have on
accountability processes?
Answer:In a high-trust environment, individuals are more
likely to hold themselves accountable and even be tougher on
their own performance than an external evaluator would be.

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Trust fosters open communication and a commitment to
mutual goals.

8.Question
Why is it critical for leaders to adapt to remote and
hybrid working conditions using stewardship
agreements?
Answer:Stewardship agreements are essential in remote work
settings as they provide a framework for accountability,
clarifying expectations without micromanagement. They
facilitate collaboration and trust despite physical distances,
enhancing performance in these modern work environments.

9.Question
What does it mean to 'walk the yard' in the context of a
stewardship agreement?
Answer:'Walking the yard' represents the practice of
regularly checking in on progress and holding oneself
accountable to the stewardship agreement, akin to the
informal weekly reviews that foster continuous
communication and improvement.

10.Question

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How does the stewardship agreement help address when
someone falls short of expectations?
Answer:Instead of attacking the individual, the focus shifts to
the agreed-upon behaviors and results outlined in the
agreement. This approach reinforces accountability while
preserving the relationship and encourages constructive
dialogue about improvement.

11.Question
How can the foundational beliefs of a Trust & Inspire
leader affect the implementation of stewardship
agreements?
Answer:These beliefs shape the mindset that values people as
capable and responsible. This perspective inspires leaders to
build stewardship agreements that foster empowerment,
mutual respect, and overall growth, enhancing both
relationships and outcomes.
Chapter 9 | What Trust & Inspire Is ‘Not’| Q&A
1.Question
What does it mean to be a strong leader?

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Answer:Being a strong leader means to exhibit
openness, authenticity, and trust, rather than relying
solely on control or dominance over others. Strong
leadership is about empowering people, engaging in
dialogue, and facilitating collaboration, which
creates a culture of innovation and accountability.

2.Question
How does Trust & Inspire differ from Command &
Control leadership?
Answer:Trust & Inspire leadership fosters engagement and
self-accountability, enabling individuals to take ownership of
their work and contribute creatively. In contrast, Command
& Control stifles creativity by enforcing compliance and
dependence on rules, limiting organizational effectiveness
and resilience.

3.Question
Why is vulnerability considered a strength in leadership?
Answer:Being vulnerable as a leader involves admitting
mistakes and inviting feedback, which showcases confidence

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and trust in others. Sharing your weaknesses encourages an
environment of openness, where team members feel safe to
express their ideas and contributions, ultimately enhancing
collaboration and trust.

4.Question
What are the practical implications of Trust & Inspire
leadership?
Answer:Trust & Inspire leadership creates an engaged
workforce that is motivated by intrinsic desire to perform
well, reducing turnover rates and enhancing accountability at
all levels. This leadership style expects high performance
while providing support, thus fostering a culture of
excellence.

5.Question
What role does structure play in Trust & Inspire
leadership?
Answer:Structure within Trust & Inspire leadership is not
eliminated but redefined. It aligns with organizational goals
and adapts to changes in the marketplace, enabling flexibility

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while ensuring accountability and clear direction to achieve
results.

6.Question
How can leaders maintain a clear vision while practicing
Trust & Inspire?
Answer:Leaders can maintain a strong vision by clearly
communicating their goals while also being open to input
and feedback from their teams. This approach allows them to
infuse their vision with valuable ideas from others, ensuring
it remains relevant and actionable.

7.Question
What are high expectations and accountability in Trust &
Inspire leadership?
Answer:High expectations in Trust & Inspire leadership
mean believing in the potential of every team member and
fostering an environment where they feel motivated to meet
those expectations. Accountability is achieved through clear
communication of standards and mutual agreement on goals,
thus making it a shared journey toward growth.

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8.Question
Is there ever a time to abandon Trust & Inspire
leadership?
Answer:No, even in high-pressure situations requiring
immediate action, Trust & Inspire leadership remains crucial.
Building relationships based on trust allows leaders to act
decisively while ensuring their intent is perceived as caring
and constructive.

9.Question
What is the ultimate goal of adopting a Trust & Inspire
leadership style?
Answer:The ultimate goal of adopting a Trust & Inspire
leadership style is to create a culture where everyone feels
valued, inspired, and motivated to contribute their best. This
not only leads to improved outcomes for teams but also
enhances individual fulfillment and organizational success.

10.Question
How can one start the transition to becoming a Trust &
Inspire leader?
Answer:To start transitioning into a Trust & Inspire leader,

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reflect on your current leadership style, identify areas for
improvement, and actively implement principles of trust and
inspiration in your interactions with others. Commit to
ongoing growth and learning to foster a more engaged and
empowered environment.

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Chapter 10 | Barrier #1: “This Won’t Work Here”|
Q&A
1.Question
What is the central idea of Chapter 10 in 'Trust and
Inspire'?
Answer:The central idea is that regardless of the
obstacles or resistance encountered within an
organization or team—be it from culture, systems,
or leadership styles—individuals can start
implementing a 'Trust & Inspire' approach from
their immediate circle of influence. Everyone has the
power to lead, influence, and model behavior that
can initiate change.

2.Question
How can one overcome the belief that 'this won’t work
here'?
Answer:To overcome this belief, one should identify the
factors that are beyond their control versus those that can be
influenced. By focusing on what can be changed within their
scope—such as their actions, attitudes, and approaches—they

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can begin to model the desired behaviors and create a ripple
effect that inspires others to follow.

3.Question
What role does personal accountability play in fostering a
'Trust & Inspire' culture?
Answer:Personal accountability is crucial as it shifts the
focus from blaming external circumstances to taking
responsibility for one's own actions and impact. When
individuals adopt a mindset of being part of the solution
rather than a victim of the situation, they empower
themselves and others to rise to new standards of
collaboration and trust.

4.Question
Can one person really make a difference in a resistant
culture?
Answer:Yes, one person can make a significant difference, as
illustrated by Janita's story. By starting with her own team
and modeling the 'Trust & Inspire' principles, she was able to
achieve results that inspired others, including her CEO,

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leading to a broader cultural transformation within the
organization.

5.Question
What does it mean to model and mentor as a leader?
Answer:Modeling involves demonstrating the behaviors and
attitudes you wish to see in others; it sets the standard for the
team. Mentoring goes a step further by not only modeling but
also providing guidance and support to help others develop
those same behaviors, fostering a culture of trust and
inspiration.

6.Question
What mindset shift is necessary for effective leadership in
challenging environments?
Answer:A necessary mindset shift is moving from seeing
oneself as a victim of circumstances to recognizing that one
has the power to influence and enact change, regardless of
external limitations. This proactive attitude enables leaders to
focus on their circle of influence and make impactful
changes.

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7.Question
How does one start effecting change in their environment
according to the chapter?
Answer:One starts effecting change by beginning with
themselves—embracing the principles of 'Trust & Inspire' in
their own actions and decisions, leading by example, and
gradually extending their influence to others in their team
and organization.

8.Question
What advice does Mel Robbins provide for starting
difficult tasks?
Answer:Mel Robbins advises to start now, even if one feels
fear, pain, or doubt. The important thing is to take the first
step; action precedes motivation and change.

9.Question
How can leaders create a positive ripple effect in their
organization?
Answer:Leaders can create a positive ripple effect by
modeling the desired behaviors, showing tangible results,
and sharing their strategies with others, thereby encouraging

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them to adopt similar approaches in their own work.

10.Question
What is the overarching theme of leading by example?
Answer:The overarching theme of leading by example is that
leaders set the tone for their environment; their behaviors,
attitudes, and commitment to change inspire others to follow
suit and cultivate a culture of trust and inspiration.
Chapter 11 | Barrier #2: Fear—or “But What If…”|
Q&A
1.Question
What is the essence of overcoming the fear of losing
control as a leader?
Answer:The essence lies in extending 'smart trust.'
This means being willing to trust others while also
being judicious about the situations where trust is
extended. Instead of micromanaging, leaders should
empower their team members to take responsibility
and use their judgment, which ultimately fosters a
more engaged and committed workforce.

2.Question

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How can leaders balance risk and return when
contemplating new strategies?
Answer:Leaders can balance risk and return by assessing
both the potential risks involved and the possible rewards
that could come from trying new approaches. They should
ask critical questions such as: 'How likely are these risks?'
and 'What positive changes could arise from empowering my
team?' This fosters a mindset of maximizing possibilities
rather than being hindered by fear.

3.Question
What mindset should a Trust & Inspire leader have when
facing the question, 'But what if it doesn’t work?'
Answer:A Trust & Inspire leader should have the mindset
that 'the potential return can outweigh the risk.' Emphasizing
innovation, they recognize that failures can lead to valuable
lessons and that true growth is achieved through
experimentation and trust in their team.

4.Question
How can one rebuild trust after feeling burned in
previous experiences?

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Answer:Rebuilding trust after betrayal involves not letting
the negative experiences of one or a few people cloud your
judgment of everyone else. It's crucial to exercise good
judgment and extend trust to individuals who have
demonstrated trustworthiness. Additionally, focusing on
positive relationships can help heal the wounds of past
experiences.

5.Question
What is the impact of having an abundance mentality as a
leader?
Answer:An abundance mentality allows leaders to see
success as inclusive rather than competitive. It fosters a
collaborative environment where individuals celebrate each
other's successes without feeling threatened. This mindset
motivates team members to perform at their best, knowing
that their contributions are valued.

6.Question
What should leaders do to combat feelings of imposter
syndrome?

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Answer:To combat feelings of imposter syndrome, leaders
should focus on building their credibility through
self-awareness and character growth. By recognizing their
strengths and areas for improvement, they develop genuine
self-confidence, which in turn allows them to trust and
inspire others.

7.Question
How can maintaining trust help within an organization?
Answer:Maintaining trust within an organization fosters a
culture of collaboration, innovation, and accountability.
When team members feel trusted, they are more likely to take
initiative, be engaged in their work, and support one another,
leading to higher overall productivity and morale.

8.Question
What critical choice does one have in the face of fear
according to the chapter?
Answer:In the face of fear, one has the choice to trust. Trust
serves as the antidote to fear, empowering individuals to
confront their anxieties and doubts with confidence in

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themselves and their teams.

9.Question
What are the key behaviors to model in order to build
credibility as a leader?
Answer:Key behaviors to model include humility,
authenticity, empathy, and performance. By demonstrating
these qualities, leaders can enhance their credibility and
inspire others to trust in their vision.

10.Question
What is the final question leaders should ask instead of
focusing on negative 'what ifs'?
Answer:Instead of worrying about the negative outcomes,
leaders should ask, 'What if it does work?' This positive
approach encourages a more constructive mindset that
inspires innovation and growth.
Chapter 12 | Barrier #3: “I Don’t Know How to Let
Go”| Q&A
1.Question
Why is it important to let go in leadership, according to
Chapter 12 of 'Trust and Inspire'?

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Answer:Letting go in leadership is crucial as it
allows team members to develop their potential,
fosters creativity, and enhances their autonomy.
When leaders relinquish control, they enable their
team to experiment, learn from failures, and take
ownership of their work, which leads to a more
engaged and motivated workforce.

2.Question
What are some negative consequences of not letting go,
based on the chapter's examples?
Answer:The chapter illustrates that not letting go can lead to
disenfranchisement and bitterness among employees or team
members, as seen with the youth event where adult leaders
took over. This not only stifles creativity but also damages
morale and breeds a culture of distrust.

3.Question
What mindset shift is required for effective Trust &
Inspire leadership?
Answer:A mindset shift from viewing failure as something

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negative to seeing it as a pathway for growth and innovation
is essential. Leaders must embrace learning from mistakes
and encourage others to do the same.

4.Question
Can you explain the concept of 'letting go' using an
example from the chapter?
Answer:An example of letting go is provided through a high
school teacher who allowed her students to choose the format
of their final project, leading to a diverse array of creative
works. This act of letting go of rigid control resulted in
students producing meaningful projects that profoundly
engaged them, which the teacher could never have prompted
with a standard assignment.

5.Question
How can organizational policies reflect a 'can't let go'
mindset, and what should leaders do about it?
Answer:Organizational policies can be remnants of an
outdated mindset focused on control and fear rather than
trust. Leaders should assess these policies critically; if they

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wouldn't create a policy as it currently stands today, they
should consider letting it go to foster a culture of trust and
empowerment.

6.Question
What lesson did the grocery chain learn from their policy
regarding customer service?
Answer:The grocery chain learned that strict adherence to
policy at the expense of customer service can alienate loyal
customers. They recognized the need to let go of policies
rooted in distrust, realizing that empowering employees to
exercise judgment enhances customer relations and trust.

7.Question
What key takeaway does the author suggest about
potential in people?
Answer:The key takeaway is that everyone has untapped
potential and greatness within them. By letting go and
creating environments conducive to experimentation and
learning, leaders can help others unlock their true
capabilities.

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8.Question
How did the actions of the students turn into a success
story after the teacher let go of control?
Answer:The students' diverse projects culminated in a new
band forming, inspired by a poem created for class. One of
their songs even made it to Spotify, demonstrating that
letting go allowed the students to take their learning and
creativity beyond the classroom, leading to personal
successes.

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Chapter 13 | Barrier #4: “I’m the Smartest One in
the Room”| Q&A
1.Question
What is the key takeaway from the idea of having the
'smartest one in the room' mentality?
Answer:The key takeaway is that believing you are
the smartest person shuts down collaboration, stifles
the ideas of others, and ultimately leads to mediocre
results. True leadership requires recognizing the
strengths of the team and leveraging collective
intelligence.

2.Question
How does a Trust & Inspire leader differ from those who
operate with a Command & Control approach?
Answer:A Trust & Inspire leader builds relationships based
on humility, listening, and respect, encouraging growth in
others and valuing diverse perspectives. In contrast, a
Command & Control leader often feels threatened by others’
contributions, limiting team engagement and creativity.

3.Question

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What practical steps can leaders take to overcome the
'smartest in the room' syndrome?
Answer:Leaders can begin by practicing humility, actively
listening to their team members with the intent to understand,
and demonstrating respect for all ideas. Furthermore, they
should embrace a growth mindset for both themselves and
their team members to foster a collaborative environment.

4.Question
Can you give an example of a leader who embodies the
Trust & Inspire philosophy?
Answer:Indra Nooyi, former CEO of PepsiCo, is a prime
example. After being appointed, instead of consolidating
power, she sought to persuade her competitor for the CEO
position to stay and work with her, recognizing his strengths
and the value he would bring to the team.

5.Question
Why is it important for leaders to practice active
listening?
Answer:Active listening allows leaders to truly understand

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their team members' perspectives, which fosters trust,
promotes engagement, and often reveals innovative ideas that
they may not have considered, ultimately leading to better
decision-making.

6.Question
What does the proverb 'If you want to go fast, go alone. If
you want to go far, go together' illustrate in the context of
leadership?
Answer:This proverb emphasizes the importance of
teamwork over individual effort. In leadership, working
collaboratively generates more innovative solutions and
sustains long-term success—highlighting that true
achievement is a collective effort rather than a solo endeavor.

7.Question
How can the belief that 'you cannot, with integrity, treat
others as equals when you see them as inferior' affect
team dynamics?
Answer:This belief creates an environment of distrust and
disunity. If leaders view their team as inferior, it not only
demotivates team members but also hampers collaboration,

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leading to a toxic work culture where input is neither valued
nor sought.

8.Question
What does Liz Wiseman mean by the concept of
'multipliers' and 'diminishers'?
Answer:'Multipliers' are leaders who amplify the intelligence
and capabilities of their team, inspiring higher performance
and collective success. 'Diminishers', on the other hand, stifle
creativity and contributions through control and
dismissiveness, ultimately leading to a less effective team.

9.Question
What role does mindset play in the effectiveness of a
leader?
Answer:A leader's mindset significantly influences their
approach. A growth mindset enables leaders to see potential
in their team and encourage development, while a fixed
mindset can limit both their growth and their team’s,
impeding collaboration and innovation.

10.Question
How does the concept of respect tie into effective

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leadership?
Answer:Demonstrating genuine respect for team members
and their ideas encourages open communication, fosters a
supportive environment, and inspires team members to
engage and contribute their best ideas, thereby enhancing
overall team performance.
Chapter 14 | Barrier #5: “This Is Who I Am”| Q&A
1.Question
What mindset can help you overcome the feeling of being
unable to change?
Answer:Adopting the mindset of being 'the
programmer, not the program' empowers you to
take control of your growth and transformation.

2.Question
How does the concept of 'rescripting' apply to leadership?
Answer:Rescripting means reevaluating and changing your
leadership style from Command & Control to Trust &
Inspire, allowing for personal growth and the empowerment
of others.

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3.Question
What can we learn from leaders like Ralph Stayer in the
transition from Command & Control to Trust & Inspire?
Answer:Ralph Stayer learned that his Command & Control
approach was stifling his team's potential, leading him to
adopt a Trust & Inspire style that significantly improved
morale, product quality, and company culture.

4.Question
How does April Wensel's journey exemplify the idea of
rescripting?
Answer:April Wensel, initially a 'jerk programmer,' chose to
rescript her approach by prioritizing compassion over ego,
which transformed her personal and professional life, leading
to meaningful connections and success.

5.Question
What significant change can ignite a leader's growth
according to the chapter?
Answer:Realizing that 'what got you here won’t get you
there' encourages leaders to adapt and evolve their styles to
remain relevant and effective in an ever-changing world.

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6.Question
In what way did Elizabeth Smart exemplify rescripting
after her traumatic experience?
Answer:Despite going through traumatic experiences,
Elizabeth Smart chose not to let them define her; instead, she
used her story to help others, transforming her pain into a
mission for advocacy.

7.Question
What does it mean to say 'life is a journey for us all'?
Answer:It signifies that everyone goes through challenges,
but we have the power to respond positively and determine
how we navigate those experiences shape our lives.

8.Question
How can one write their own story according to the
chapter?
Answer:By recognizing that you are not a character in
someone else's narrative, you can take active steps to change
your perspective, behavior, and circumstances to create the
life you desire.

9.Question

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What is the key takeaway regarding personal
transformation from this chapter?
Answer:The chapter emphasizes that personal transformation
is always possible; we can unlearn old habits and choose a
new direction at any point in our lives.

10.Question
How does the concept of a 'growth mindset' relate to
overcoming barriers?
Answer:A growth mindset fosters the belief that abilities and
intelligence can be developed through dedication and hard
work, enabling individuals to view challenges as
opportunities for growth.
Chapter 15 | Trust & Inspire in Any Context:
Parenting, Teaching, Coaching… and More| Q&A
1.Question
What are the primary differences between Command &
Control parenting and Trust & Inspire parenting?
Answer:Command & Control parenting often relies
on strict authority and compliance, focusing on
obedience through discipline and control. In

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contrast, Trust & Inspire parenting recognizes the
unique potential within each child, fostering an
environment where children feel empowered to
grow, make decisions, and discover their passions.
This approach emphasizes nurturing the greatness
that already exists within the child rather than
forcing them into a predetermined mold.

2.Question
How can parents truly see and cultivate the greatness in
their children?
Answer:Parents can see and cultivate greatness in their
children by shifting their mindset to recognize and appreciate
each child’s unique gifts and potential. This involves actively
encouraging children to explore their passions, involving
them in meaningful decision-making processes, and
modeling good behavior rather than merely enforcing rules.
Effective communication about their value and potential can
also inspire children to believe in themselves and strive for
greatness.

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3.Question
What impact does adopting a Trust & Inspire approach
have on children's behavior and sense of self?
Answer:Adopting a Trust & Inspire approach fosters a sense
of trust and empowerment in children, allowing them to feel
valued and understood. When children sense that their
parents believe in their abilities, they are more likely to
engage positively, take risks, and grow into their best selves.
This leads to increased self-confidence, motivation, and a
genuine desire to contribute, rather than merely complying
out of fear of punishment.

4.Question
In what ways can teachers apply Trust & Inspire
principles to their classrooms?
Answer:Teachers can apply Trust & Inspire principles by
building strong relationships with their students, knowing
them as individuals, and treating them with respect. By
establishing a classroom environment rooted in trust and
emotional safety, teachers can empower students to take

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ownership of their learning. They should focus on inspiring
students through passionate instruction and recognizing their
achievements, fostering a sense of belonging, and providing
support for their unique learning paths.

5.Question
How can a Trust & Inspire coaching style change the
dynamics of a sports team?
Answer:By employing a Trust & Inspire coaching style,
coaches can create a positive environment where players feel
safe, valued, and understood. This leads to greater motivation
and team cohesion, as athletes work harder not only for
themselves but for their coach and fellow teammates. Trust
& Inspire coaches challenge players while believing in their
capabilities, resulting in not only improved performance but
also a deeper love for the sport.

6.Question
What steps can individuals take to become Trust &
Inspire leaders in their various roles?
Answer:To become a Trust & Inspire leader, individuals

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should start by modeling the behaviors they wish to see in
others, effectively communicate their belief in people’s
potential, and provide opportunities for growth and
autonomy. They should engage with those they lead on a
personal level, create an atmosphere of trust, and inspire by
recognizing and celebrating achievements, fostering an
environment that values unique contributions.

7.Question
What role does perception play in parenting and
leadership?
Answer:Perception is crucial in parenting and leadership as it
shapes how individuals see the abilities and potential of those
they lead. A positive perception of children or team members
as inherently capable and valuable influences how they are
treated, communicated with, and developed. A leader or
parent who sees greatness in others inspires them to realize
that potential, while a negative perception can hinder growth
and engagement.

8.Question

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Can Trust & Inspire principles be applied in
high-pressure environments, such as military operations
or corporate settings?
Answer:Yes, Trust & Inspire principles can be effectively
integrated into high-pressure environments. Leaders in such
settings can foster trust among team members by valuing
their input and expertise, encouraging open communication,
and supporting individual growth while navigating
challenges together. This approach not only enhances morale
but also improves performance, as team members feel more
motivated to give their best when they know their leaders
believe in them.

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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.The traditional Command & Control leadership
style is considered effective in today's
knowledge-based work environment.
2.Trust & Inspire leadership emphasizes the importance of
employee engagement and empowerment.
3.Leadership is described only as a position within an
organization, not as a personal choice or influence.
Chapter 2 | The Increasing Irrelevance of Command
& Control| Quiz and Test
1.Blockbuster's decline was an example of how the
principle 'Nothing fails like success' applies to
outdated leadership methods.
2.The majority of organizations practice the Trust & Inspire
model, demonstrating its widespread acceptance as
effective leadership.

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3.Creating a high-trust culture in organizations has no
significant impact on employee engagement or retention.
Chapter 3 | Style Is Getting in the Way of Intent|
Quiz and Test
1.Leaders in a Fortune 50 company rated their own
caring nature at 99%, while employees perceived
their leaders' care at only 31%.
2.A Command & Control leadership style is typically
effective in fostering trust within teams.
3.The Meta-Style of Trust & Inspire promotes genuine
empowerment of teams compared to the Command &
Control style.

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Chapter 4 | The Fundamental Beliefs of a Trust &
Inspire Leader| Quiz and Test
1.The essence of leadership has shifted from
Command & Control to Trust & Inspire,
demonstrating that leaders should always
prioritize their needs over their team members'
needs.
2.Trust & Inspire leaders believe in the inherent greatness of
individuals, which fosters creativity and collaboration
within teams.
3.Trust & Inspire leadership operates under a scarcity
mindset, where leaders view success as limited and often
compete against each other.
Chapter 5 | The 1st Stewardship: Modeling, or ‘Who
You Are’| Quiz and Test
1.Leaders can inspire their teams solely through
verbal communication without the need for
example modeling.
2.Empathy is an important quality for leaders to possess to
ensure cooperation and understanding among team

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 members.
3.Moral authority stems from one's formal position in an
organization rather than from actions and treatment of
others.
Chapter 6 | The 2nd Stewardship: Trusting, or ‘How
You Lead’| Quiz and Test
1.According to Covey, trust is solely about being
trustworthy and does not involve extending trust
to others.
2.Extending trust helps create a positive work environment
and enhances employee motivation.
3.Practicing accountability is irrelevant to sustaining trust in
a leadership context.

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Chapter 7 | The 3rd Stewardship: Inspiring, or
‘Connecting to Why’| Quiz and Test
1.Effective leaders inspire action primarily through
motivation rather than instilling a sense of purpose
and belonging.
2.Inspiring leadership is recognized as a skill that can only be
developed by charismatic individuals.
3.Leaders must focus solely on success to foster a fulfilling
work environment for their team members.
Chapter 8 | Stewardship Agreements| Quiz and Test
1.Leaders who adopt a stewardship approach
believe that achieving results and building
relationships cannot coexist.
2.Stewardship agreements clarify expectations and promote
accountability without the need for micromanagement.
3.The five elements of a stewardship agreement include
Desired Results, Guidelines, Resources, Accountability,
and Rewards.
Chapter 9 | What Trust & Inspire Is ‘Not’| Quiz and

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Test
1.Trust & Inspire Leadership is equated with control
and dominance.
2.Trust & Inspire Leadership requires some level of control
to enhance accountability among team members.
3.Trust & Inspire Leadership eliminates the need for any
organizational structure.

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Chapter 10 | Barrier #1: “This Won’t Work Here”|
Quiz and Test
1.Individuals often express optimism about
implementing a Trust & Inspire leadership style in
their specific environments without barriers.
2.Every environment can benefit from a Trust & Inspire
approach, regardless of contextual challenges.
3.Individuals should adopt a victim mentality and blame
external factors for their inability to implement change.
Chapter 11 | Barrier #2: Fear—or “But What If…”|
Quiz and Test
1.Leaders often fear loss of control when adopting a
Trust & Inspire leadership approach.
2.Accepting risks in leadership is unnecessary and should be
avoided to prevent potential failures.
3.Building self-worth can help leaders overcome feelings of
inadequacy related to impostor syndrome.
Chapter 12 | Barrier #3: “I Don’t Know How to Let
Go”| Quiz and Test
1.Many people find it easy to allow others to

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 complete tasks, leading to better collaboration in
personal and professional settings.
2.Trust & Inspire leaders see failure as a pathway to growth
and innovation.
3.Creating an environment for autonomy does not contribute
to creativity in teams.

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Chapter 13 | Barrier #4: “I’m the Smartest One in
the Room”| Quiz and Test
1.Leaders who perceive themselves as the smartest
individuals in their organizations can enhance
collaboration and creativity.
2.Effective listening and respecting input is essential for
inspiring collaboration in a team.
3.True leadership is primarily based on projecting superiority
and controlling the team.
Chapter 14 | Barrier #5: “This Is Who I Am”| Quiz
and Test
1.People with a fixed mindset believe that they can
change and redefine themselves.
2.Command & Control leadership styles are still effective in
today's rapidly changing world.
3.Elizabeth Smart's story exemplifies how individuals can
choose to rise above their circumstances and redefine their
lives.
Chapter 15 | Trust & Inspire in Any Context:
Parenting, Teaching, Coaching… and More| Quiz

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and Test
1.According to the chapter, every individual has the
potential for greatness regardless of their
background.
2.The Trust & Inspire parenting approach focuses on
controlling a child's behavior rather than nurturing their
potential.
3.Transition figures can significantly influence the lives of
others for the better, as illustrated by the character Jean
Valjean.

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