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Trust & Lead: Exponential Community Value!
Episode 522nd August 2023 • Elements of Community • Lucas Root
00:00:00 01:11:31

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On Elements of Community, Lucas Root discusses how trust transforms communities with leadership expert Stephen M. R. Covey. Author of "The Speed of Trust" and "Trust and Inspire", Stephen reveals how trust and inspire leaders unleash exponential value through modeling trust, going first, and inspiring others to unleash their potential. Learning how to become a trust and inspire leader yourself is the first step to transforming your community.

Listen now to discover how you can start implementing trust and inspire leadership in your own life to elevate those around you and transform your community for good.



And these are going to be core and central to the conversation that we're having. Here's why I'm excited about this. "The Speed of Trust" is it's a concept that I think everybody in the world needs to hear, and needs to understand, and needs to let it settle in. Here's why. You all have heard me talk about the power of community, and Stephen's gonna jump in and have some things to say about this.

f we don't have trust inside [:

Well, thank you, Lucas. First of all, I'm excited to have this chance to be with you and with your community and have this conversation. So thank you. And yes, in a very real sense, "The Speed of Trust" kind of gives, is a foundational element of what makes our world go round, what makes communities work, what makes relationships work.

nd purpose and even a common [:

And so trust in a very concrete way is like the currency that makes this work. And I love how you said it. It's what gives the community power and it multiplies it accelerates it, and I like to say that it energizes it.


And joy as well, because it not only makes it more efficient and more creative, but it makes it more enjoyable and greater wellbeing, happiness, fun. And so I think trust is truly the one thing that changes everything. And that kind of was the purpose of the speed of trust.

nd in relationships on teams [:

Beautiful. So they're everybody's on this. We've talked about it. My audience certainly is very familiar with this. There are 6 elements of community. And I actually have an order to them. And they are Common Language, and you just brought up Common Language, and that was awesome.

Thank you. Common Purpose, the projects that we do together. It's amazing, like the projects that we do actually bring us together as a community. So, Language Purpose Projects. Value, the value that you contribute to the community and the value that you receive from the community.

th element, the common heart.[:

As you said, we don't have a common language for this. And because we don't have a common language for it, we have a hard time thinking about it. We have a hard time talking about it. We have a hard time building that into our lives, this "philotimo" common heart. Trust, it's the thing that makes it all work. It gives it the power. If community is a body, "philotimo", trust is the blood of the body.

I like that. Yeah, it's what brings life to it.


xpressing or capturing trust [:

We're in this together and I care about your interest just like you care about mine and our hearts and heart is speaking to our inner core and being aligned this way, common heart, "philotimo". I'm not familiar with that Greek word, but I do appreciate going back to the etymology of words and that makes a beautiful sense.

And sometimes it doesn't translate and you go back to the original and then there's great power in that. So "philotimo", trust this is the blood. It makes a body work that circulates. So that's beautiful.

her languages have it and we [:

And it's a formula that I can understand and I can talk about easily and simply and share every single time I talk about "philotimo" and Common Heart from now on. So I'm gonna lay it out, but obviously you are the expert. The formula you have is, it's three parts, and the first part is in order to determine trust, there are five behaviors that make it possible.

rward. Now you've given me a [:

Yeah, it is. And I, cause I find exactly to your point, Lucas, that when I tell people, I'm going to be talking about trust, people kind of they know the idea, they know the concept, they certainly know what it's like to have trust and especially what it's like to not have trust. But they often don't know how to get their arms around it.

It feels amorphous to them. And it feels like a, you know, conceptual idea that they know is important, but how do I do something about it? How do I impact it? And so oftentimes it's kind of seen, hey, you either have it or you don't. It's either there or it's not, and that's not accurate.

he components behind it, and [:

And you can actually move the needle on trust and that's exactly it. And so the idea that trust flows out of our credibility.


lts flood of our competence. [:

And that helps me as a person, because, you know, it's one thing, let's say, if someone says, Hey, I don't trust this person. It's one thing if they're focusing on, this person's not honest. It's a completely different thing if they're focusing on, I don't trust this person because they don't deliver. They don't perform. They don't come through. Those are different issues. Or this person is self serving. So their intent. It's not aligned. It's self serving instead of mutual benefit. That's a different issue than this person is now no longer relevant or current in their skills or profession.

ve a language to know how to [:

Trust. And made it practical, tangible, actionable for each of us as individuals or as leaders to say, I understand what trust is and therefore how I can build it and grow it.

Yes, you're a man after my own heart. Or, I mean, you got there first, so I'm a man after your heart.

Well, and vice versa. We've got a common heart here, so.

We do have a common heart here. Now I'm going to sort of open up the stage to "Trust and Inspire" because this is, you've taken this and you've taken it a step further in a similar way as I have. So my audience is familiar with what I call the adult framework. Many people, you say, what is an adult?

don't know what an adult is.[:

So I've taken this idea of an adult and I've redefined it. Because we have a concept for adult. It's a biological thing. We know the difference between an adult and a non adult in every animal. And in most cases, we know how to define that. But in humans, we don't. So my definition for an adult is my audience is familiar and it's going to open up "Trust and Inspire".

My definition for an adult is that there are five skills that we humans need to demonstrate mastery in to our, and the sixth element of being an adult is to our community, to receive approval from the community that we are adults.

s are complex communication, [:

And your concept of "Trust and Inspire" is very much in alignment with the fluid leadership I have in being a human adult. Why? fluid leadership. We've talked about this because as a human, when we're out hunting in a hunting party, we know for absolute certainty, this is the base model for humanity, we know for absolute certainty that we cannot always see the pray from one position in the party.

a team, we must accept that [:

In a static leadership model. Only one person has the leadership all the time, and it's exhausting. And it leaves them in a bad mood, and it forces them into making decisions that they themselves end up regretting. But in a fluid leadership model, I might be in leadership for a moment, and then I might pass the leadership back to the community. Not necessarily even to one person, just back to the community to allow the community to self select the next leader. Whoever it is that can see the pray. Who can see the objective for us [00:14:00] to take that next step forward.

And your "Trust and Inspire" model. Walks that same path in a really beautiful way where you talk about how a static leadership model and you don't use these words. This is just my words and my audience's words, right? You talk about how a static leadership model is expensive. It's expensive to the leader and it's expensive to the community.

They, you know, one of your stories right at the beginning of the book is where you talk about how you're consulting at an organization and they're sitting there talking about how the owner of the organization has a firm grip on everything that happens inside the company.

ership to me and I love that.[:

That's beautiful. Lucas, and I love your framing of this and this idea of fluid leadership in contrast to static leaderships. I've always believed that we learn best by contrast

And so, you know, what makes fluid leadership become more real is in the, especially as you contrast it to what we're typically seeing. And still the majority of organizations today are operating in the old model.

They're stuck in it.

w we've efficiently tried to [:

Now, what's happened over the years is we've become more aware that there's people. It's not just. You know, things and machines, so it's, we bring things to it like emotional intelligence and strengths and even mission and trustworthiness, good things, and it becomes better, but we haven't really shifted the paradigm.


How we view people, how we view leadership. So, in my words, it becomes an enlightened command and control, a better version of it, but still. A static model is still more than the traditional model. And whereas by contrast, "Trust and Inspire" is like a sea change. It's crossing a chasm that is different in, not in degree, but different in kind.

ontrast to static leadership [:

And enables communities to do better because of that, you know, like the flock of geese that flies together and in a V formation and they benefit from the draft that's created and, but that the lead geese in the front of the V drop back and someone else will take that front, right?

Yeah, they cycle out.

really bring out the best in [:

It's not going to attract the best people and keep them. It's not going to inspire them and it's not going to enable the kind of collaboration and innovation that we need to stay relevant. You can't command and control your way to collaboration and innovation. You can't command and control your way to a high trust culture that inspires.

t's trying to say, there's a [:

That where everyone wins better, it's better for everyone and for the entire community and for the purpose and that we're all about and it's far more relevant in our world today to create the kind of culture we're desiring that's going to be a magnet to attract talent, not just to attract it, but to retain it, to engage it and to inspire it so that we have the best people.

And I think equally important is. To bring out the best in people, but then also so that we can be collaborative and innovative in a way with trust that you just will never achieve with command and control or static. So I think this is where leadership is going. The irony is we kind of conceptually understand this and been talking about it in different constructs.

static to fluid. I'm saying [:

So we kind of know we need to be here, but we're not doing it yet enough. And that's not to know. So that's, you know, we need to shift the paradigm and it's hard because old paradigms can live on indefinitely the old way of doing it.

how I lead, change my style. [:

It's saying, no, it's honoring you that you're not a program. You're a programmer. You can write a new program. You can re script into a trust inspired leader and be far more, not just relevant, but we will also achieve better results, but have a greater, better community, greater wellbeing. Greater joy, greater energy.

So it's, I think the kind of leadership that's needed today. And the thing about leadership done well is that it's the enabling art that makes every other art even better.

Leadership done well, is the enabling art.

Yes. Enables us to do everything else. We're trying to do better.

from this conversation, take [:


Now together, the two books actually create an additional, like, an additional complexity. So when you put them together, and I think that was your intent. And I love that. Your intent was to actually put them together, that they're an additive rather than separate conceptual framework.

So together, by moving out of static leadership and into the "Trust and Inspire" model, it's not just an enabling art, but rather, think about it from the hunting party again. It's my favorite because it's so core humanity. Think about that hunting party. If every single time we lost track of the pray, we had to come together and have a conversation about how we move forward.

going to take four hours and [:

Yeap, absolutely. It takes longer, it costs more and it drains people as opposed to energizes them because t here's not trust. So it's, you're commanding and controlling versus trusting and inspiring. And you might ultimately get to the outcome, but it's usually a compromised result.

But even if it's not compromised, like you say, there's a cost to it. It took longer, it costs more. And that cost could be in the form of energy of joy, as well as money and resources and time and lost opportunity, all kinds of possibilities.

I don't know about you.

Part of the ethos of trust.

If I'm [:

Absolutely. I saw this happen. I'll just make a long story short on this one where this person, this contractor, they would do construction jobs was bidding on something and would mostly work in private industry. They had to do one in a government setting. Where, you know, because of the fear of, in a government setting of someone ripping somebody else off, they have so many rules and regulations that to make sure that they're not ripped off, you know, the old story of, you know, you have a hammer that costs 500 or a toilet, you know, something that to make sure there's no fraud, but this person just said [00:25:00] it was so expensive to work with this public entity, then in these private entities that he had to charge him for it because it took him longer.

It cost him more and he didn't want to do that. He didn't have to do that. And so he priced his services differently. If he was going to do that because of the cost and irony is, you know, is that it was the lack of trust that caused the increased cost. Which actually defeated the whole purpose of what they were trying to do in the first place to make sure they got the best bid, they got the lowest price possible. So it's really can become a vicious downward cycle.

When the trust is low and what it does to, to cost into the, you know, our distrust is very expensive.

I love it. On the other hand[:

I don't think of it as core to our ability to hunt. We can do a fluid leadership model that's really effective inside of our, again, the base human model of a hunt. And end up at the end of that hunt, satisfied, successful, maybe even joyful, and inspiration is unnecessary for that. But we don't live in a world today where the base model is enough. At least I don't. I want more than just enough.

an understanding of what it [:

Absolutely. Yeah, I think this is one of the key additive dimensions of what trust inspire rings to a construct. Like static, the fluid leadership. It's command and control to "Trust and Inspire" is similar to that, but "Trust and Inspire" is adding one more key piece, and that is this new addition you're describing.

or more carrots. I'll reward [:

Either way expensive.

Either way expensive and either way limited on how much you can really achieve. Do care, you know, do rewards work. Sure, they motivate people. To want to get more rewards, but you got to constantly provide more external stimuli, more carrots or more sticks. And you talk about expensive to keep moving people that way.

nsive, but also it can, that [:

And can become expansive and inspire come from the Latin word "inspirare", which means to breathe life into. So you breathe life into relationships, into teams, into cultures, into communities. Trust, you know, command and control tends to suck the life out of versus breathing life into. Which is "Trust and Inspire". So inspiration takes, it goes much beyond motivation. You can tap into what's possible at a different and kind level. And there's data, I'll just highlight two sources of data that's quite interesting. There's data from.

I just had an idea.


This is, you just inspired an idea.

Let's run with it.

e command and control static [:

We tend to, and this may be cultural, not base human, but we tend to move more towards a command and control model, but because it's extractive, we're going to run out faster. Where is a trust and inspire model is additive, so we're actually going to run out slower. We're going to run out of those, even if it's a limited resources model, we're going to run out slower.

g also on the premise of, of [:

Well, it's creating abundance.

It's creating abundance.

It's not just stepping into it, it's creating it.

It's creative. And I would say, it's additive, but not in a linear way. In potentially a geometric way. An exponential way, not just linear. So it's different math. It's literally, it's a creative multiplier. Force multiplier, if you will. And creates more abundance. It is ironic, isn't it?

It is.

So I think that's beautiful. That's exactly it. This is, you know, you could be extractive, you could be neutral, which is you eliminate the extraction. You're not getting the tax anymore. if you could truly multiply and what if you could do it exponentially?


That could be powerful.

getting goosebumps right now.[:

Yeah, well, that's what's possible with a trust and inspire approach. When people have life breathed into them, they can also, it not only brings out the best in them, they are enabled then to breathe life into others. But you know, if your own light, if your own candle is burned out you're not.

Which happens to everyone.

Happens to all of us at some point when your own candle is burnt out, then it's hard to, how are you going to light another candle?

You know, so it's an inside out approach, but we want to go out. We want to be, that's part of why it's additive geometrically or exponentially is because we're moving out. Cause it's always still about purpose and meaning and contribution, not just self interest. It's really service. Above self interest and ironically in the process, self interest gets served.

But your mindset [:

I just remind myself of my intent, my purpose. And the best mantra for me, this is personal, is to make sure my motive is right. What am I trying to do on this podcast? Is my motive to try to look good, impress people? There's my motive to try to serve, to bless. So the way I capture it is the mantra for me, seek to bless, not to impress.

t myself around who I am and [:

In our organizations, really at every level. So that's the idea. So yes, I love this idea of "Trust, Inspire" being genuinely additive. And I suggest in an exponential way.

Yeah, let's go prove it. Let's go prove it.

Prove it out. Well, here's what the data shows, and this is more traditional quantitative data, which is, I think, a good starting point because that's kind a big roadblock for many. I think the qualitative data is even better. So the quantitative data shows this study from Bain.

That [:


On engagement for 20 years, you know, kind of, that's been the holy grail in organizations to have engagement in the workforce and nothing wrong with engagement, that's a good thing, but there's something beyond engagement.

will, it's going to a level [:


p people, build trust, build [:

They're different in kind, not just degree. And so you get different in degree results, but then you get different in kind, I believe energy and joy and creativity and innovation and passion and commitment and fun, even . So there's a huge power to that. So that's the one source or the one data point of what inspiration does. Yes, greater results, but also greater wellbeing.

I love it. Since we're doing quantitative, let's talk about that for a second. So I actually pay a lot of attention to productivity data. In the traditional 8 hour day, most people look at eight hours as eight hours of work, and that's not inappropriate. You should. Also, you need to take some breaks, go to the bathroom, get your coffee refilled, get your water refilled, and take a lunch break.

son has about six and a half [:

Meetings to talk about progress, meetings to talk about next steps, meetings to talk about whatever it is that me and my little command and control model brain thinks that I need to be getting updates on from you. And each of those meetings has a cost in and of itself. So if it's a 30 minute meeting, it takes some time for the employee to [00:39:00] get out of the work that they're in to stop doing what they're doing and get into the meeting.

Let's call it 10 minutes and it takes another 10 minutes on the back end to do the same thing. Get out of the meeting and into the work. So a 30 minute meeting actually is a 50 minute cost. And how many of those 30 minute meetings are we having every day?

That six and a half hours disappears really, really fast when you're throwing around 50 minute commitments by the many, more than one. The average American, this is an actual number, before COVID hit, the average American was doing two hours and 13 minutes of productivity, of productive work a day. Two hours and 13 minutes out of an eight hour day. And that was considered an engaged employee. Can you imagine two hours and thirteen minutes?

It's [:

You need to take a deep breath and let the stress of that go.

It really is.

That's the cost of command and control right there.

That's the cost of command and control that is ironic because the very thing they're trying to ensure they're destroying, you know, in their efforts to make sure they control it, they're taking eight hours and cutting it down to two hours and 13 minutes and getting less out of the people, which is an efficiency mindset, but the irony is they're hurting efficiency.

It's a huge cost.

gether so that there's clear [:

To that trust being given. So it's not a blind trust of just, Hey, I just trust you to do whatever you want. That's not going to work in our world. It's a smart trust and intentional trust with clear expectations, with agreed upon accountability that you build together, not dictated because that's command and control. If I just dictate.

Here's the expectations and accountability you report to me. It's now let's build this together, build an agreement together around the trust being extended. Yes, we have expectations and accountability. You do that. Well, you build such an agreement. The person then can run with it themselves.

back when they've, you do it [:

And with the agreed upon routine reporting back on updating how they're doing against the agreement. It just looks and feels different in kind than someone writing me, you know, hovering over me, micromanage my every move and that not only drains productivity, but even worse, it drains energy and joy in profound ways, and we all hate to be micromanaged. We all love to be trusted and we respond far better.

Yes. Okay, now you threw out some statistics and I'd like to invite us to level them up.


at least one meeting a day. [:

Now at five and a half hours in a fluid leadership model, that's a hundred percent more productive. Actually, it's about 125% more productive than a command and control model, but that's just fluid leadership. We haven't even talked about inspiration yet. Now your inspiration suggested, and this gets me excited because I have the numbers and I can quantify it.

e better at overcoming them, [:

It genuinely is. It's and the reason it's real is for all those. All the reasons you described of when someone feels both trusted, but also inspired by the work that they're doing, by the team that they're on, that by their leader and the leadership, the style, the way that they model this, they feel inspired with purpose and meaning and contribution.

used equally, they use them [:

And that's the idea. That's genuine synergy where the whole is more than the sum of its parts because it's a greater whole. It's one plus one equaling three or more. That's synergy.

In my world, 1 plus 1 equals 11.

I love it. Yeah, it's a conceptual idea that is more than the sum of its parts.


s one equals one and a half, [:

And again, there is a high cost of low trust and there's an extraordinary return. To high trust. Now, here's the interesting thing, Lucas, we're just talking, we're talking here, just the quantitative side.


o be part of a community, to [:

So that's the quantitative and as great as the quantitative is, the qualitative is even bigger or what it does to the energy and the joy and the wellbeing, the commitment, the passion, the inspiration, and that's even higher, but the quantitative gets you in the game of you're now playing the same game everyone else is playing and saying, what a better way to lead. And our people are so much happier.


And by the way, here's on this quantitative or qualitative point. Thank you. As well. So one other study, this is one done by Zenger Folkman. They looked at their construct. They have these 16 competencies of a leader.

that reported in to leaders. [:

And what came out as the number one competency that people wanted from their leaders more than any other was this a leader who inspires. A leader who inspires me because of who they are and how they lead their integrity, their humility, their courage, their authenticity, their vulnerability, their empathy.

As well as they're modeling the performance. So a leader who models, that is what I want to, a leader who inspires. And so part of this "Trust and Inspire" book is to say, look, when we are in the role of a leader, we have stewardships that are implicit. In that leadership.

These are [:

And if we say we need more openness, more transparency, then we become the model of the openness and transparency. We'd like to see, we need to see more empathy. We model empathy, more respect. We model respect. We need to have more trust. We model the giving of trust.

stewardship is being trustee.[:

And that's everything we've been talking about. If we got to empower, we've got to have the shared leadership and empower. And it's this fluid leadership. We trust people. But then the third stewardship now we have. Is to inspire those around us and sometimes Lucas people have too often equated inspiration with charisma, you know, saying, Hey, I'm just not, I'm not very charismatic. I, you know, with the idea that you got to be charismatic to inspire now they're different things.


ly. Inspiring because of who [:

You know, they can inspire. So inspiring others is actually a learnable skill. Everyone can inspire, that's the paradigm shift. It's not just for the charismatic. It's a learnable skill. We can all learn to inspire. And it is a stewardship that we have, because again, it's what people want. They want a leader who inspires.

So that's where we go with this "Trust and Inspire" book is saying, you know, to your point, this is the additive piece, inspiration. And inspiring others is learnable. How do we inspire? We inspire when we model. We inspire when we trust.

when we connect with people [:

From success to significance. Oh, damn. Yes.

the examples in a real time [:

And you know, that people are starting to wonder, can you trust anyone? So more than ever, we're living in a world of this desperately low and trust in some ways, desperately low in inspiration. So we need to be intentional about it, deliberate about it, that this is the kind of leadership that people are seeking and wanting, not again, a charismatic leader, but a genuine trust and inspire leader that this is who they are.

This is a model they trust, they inspire, and they're going first. We seek that we want that. And if we can get an, if we can become a model and show this kind of leadership. Then people say, Hey, you can still get your. Look at what Lucas is doing. You know, getting results in a way that grows the people, grows the culture, grows the team.

ok at the results. Wow, that [:


A Trust and Inspire leader, if they can see, wow, here's someone that is performing and. They're growing capability, they're growing talent, then their ability to perform in the future has just gone up.

ity is believing these ideas [:

Yeah, yeah.

And fluid leadership is a way of conveying this. And I'm just adding one last little piece to it. Trust and inspire, adding the inspiration into it. But this is such a better way to lead. And if we can become this kind of model who can then become mentors to others, we will make that dent in the universe and we'll start to elevate those around us and bless society.

Beautiful. Stephen, thank you. Amazing. I'm going to hold them up 1 more time. "Speed of Trust" and "Trust and Inspire". Don't just get 1. Get them both, read them both. They are extraordinarily good reads and the concepts that you outline and the way that you talk about them is powerful.

u about it. Because this was [:

Thanks so much, Lucas.

I like to close out my interviews with three questions.


Using your language, for those people who feel like you have truly brought blessings upon them, what is the one best way for them to reach out and give you thanks?

Wonderful. Thank you. Follow me and connect with me probably best on LinkedIn, Stephen M. R. Covey. I'm also on Twitter and Instagram. But LinkedIn is probably the best way to convey a message and follow me. And you can, you know, communicate with me this way. And that's as a starting point, it's probably an easiest thing.

ve noted that they're really [:

And trust inspire being more the leadership dimension to it, the kind of leadership needed. So those, and then me on social media following.

Awesome, Stephen M. R. Covey. Second question is there any one question that you wish I had asked you in this interview? It's my favorite group call.

Yeah, I love this one. Here's oftentimes when I've been asked this, I often will come back to what you made sure you asked, which is that the big new additive insight I believe I'm bringing here is this idea of inspiration. And you addressed that so well, you saw it and you know, just like you saw, Hey, this is something that's additive to fluid leadership.

you've done it beautifully. [:

But how we view people, how we view leadership is not shifted. It's still a thing paradigm versus a people paradigm. So maybe the question is, so Stephen, what is, describe the paradigm, the mindset of a trust and inspire leader. And then I'll answer it for you. So is it that.


is. I'll just give it in its [:


Believe that there are five fun.

I'm inspired. Let's do it.

Let's do it. I believe there are five fundamental beliefs of a trust inspired leader. This is a way that a way of how they view people. How do they view leadership? A paradigm.

The paradigm comes from the Greek "paradigma", which means a mental map or model. So the idea of a paradigm, a map, is to describe the territory, right? But you could have a bad map of the territory. I mean, look at early cartographers, you know, their version of the world. It's kind of accurate, but way off because they were doing the best they could, but, you know, you look at it now and you say, Oh, I can kind of see what they were describing as the Americas, but it was an incomplete map.

e, how they view leadership. [:

There's five fundamental beliefs. First, I believe that people have greatness inside of them. So if I buy that belief, my job as a leader is to unleash their potential, not to control them. See, I see the greatness in people. It was Thoreau who said, "it's not what we look at that matters, it's what we see". Do you see the potential, the greatness of people?

be operates with the premise [:

They're the high potentials, but everyone else you really gotta control. And you know, they have a limited not complete map of people. So again, I'm giving too much explanation. Let me go a little faster. So I believe that people have greatness inside of them. So my job as a leader is to unleash their potential, not control them.

Second, I believe that people are whole people, meaning body, heart, mind, spirit, whole person. So my job as a leader, if they're whole people is to inspire, not merely motivate. Now look, if people were only economic means just the body, then motivation would be sufficient. Yeah, just pay them, but they're not just a body.

fference, to matter, to have [:

That's a more accurate map. Now how do I view leadership? That moves to the next three beliefs. So third, number three. I believe that there is enough for everyone. That's an abundance mentality. So if I buy that belief, my job as a leader Is to elevate caring above competing. Yes, we can compete in the marketplace, but let us care and collaborate in the workplace.

We've already described this, how abundance is such a better mindset to have than a scarcity one. Fourth, I believe that leadership is stewardship. It's about responsibility, not rights. Influence, not position. So if I buy that belief, my job as a leader is to put service. Above self interest.


I serve, [:

And I believe that's what a Trust Inspired Leader starts with. It could from that is now why I can trust people because I see greatness in them from that is why I can inspire people because I believe they're a whole person. They want meaning and purpose and so forth. And, but if our paradigm hasn't shifted, our behavior won't follow.

trust and inspire paradigm. [:

So that was the one area I was hoping we'd have some discussion, but we had it with this beautiful question at the end.

I love it, Stephen, M. R. Covey, everyone amazing. Do you have any parting words?

boss or your community, you [:

To give that trust, be the first to yes, take that risk. Somebody needs to go first. Leaders go first. We can all lead leadership as a choice, not a position. You're right. Your model of fluid leadership is filled with that the roles of this is something that we shift and share so we can all lead and the best way now to lead is to go first.

So I would say go first. And if you think about, has there been someone to our listeners and to our viewers. Is there been someone in your life who believed in you had confidence in you? Maybe they believed in you more than you believed in yourself.

er. Could be a friend. Could [:

If you have that. So whatever it might be, but someone who believed in you. Maybe more than you believe in yourself. Someone who, in effect, trusted and inspired you. As you reflect upon such a person, and I'll bet most of us, if we think long enough, we'll find at least one and maybe many. What did that do to you?

t kind of person for another?[:

Where you become a trust and inspire. person, figure leader to another person in your life and you help them see their potential. You help them become who they can become just like someone has done for you. So in a sense, that's my go first idea is just like someone has been a trust inspired figure person in your life and have that unleashed you now pay it forward and you become that for another in their life.

you can help be the catalyst.[:

Wow. I'm inspired.

Well, thank you. I'm inspired talking with you, Lucas.

Thank you, Stephen. Appreciate you. Thank you for coming on the show.

Absolutely. Thank you. And to all of our viewers and our listeners, thank you for being part of this. And I've loved the conversation, love your thinking. And also your, you know, this idea of static leadership, fluid leadership, command and control, trust, inspire with our addition to it. It's beautiful. Thanks so much.




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