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Most people do not pay attention to trust in their organization until it is broken.  But by then the damage is done: people withhold facts and information, managers set convoluted goals, management is not available, people talk behind each others’ backs, etc.  The list goes on and on. 

Part of the reason may be that people see trust as a “nice to have” cultural issue to work on once you have everything else in place. This is a fundamental mistake because the level of trust in your organization is a hard-edged economic driver that will impact just about every aspect of your organizations performance. 

Author Stephen M. R. Covey, in his book The Speed of Trust describes this impact as either a high trust dividend that can add 40% to your organization’s performance or a low trust tax that can subtract up to 80% by adding to your costs. .


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