THE 13 BEHAVIORS OF A HIGH TRUST LEADER

THE 13 BEHAVIORS OF A HIGH TRUST LEADER                       .....Stephen M. R. Covey

What separates the great leaders from the good ones? What makes a manager a manager of choice by
her reports, peers, and boss? What makes an individual credible with customers, suppliers, distributors,
investors, and other stakeholders? While there are many dimensions to these questions, there is one
common thread throughout: being an individual who can be trusted.

Perhaps a more important question than, "Who do you trust?" is the far more personal question of,
"Who trusts you?" There are some organizations who ask all their employees directly the following
simple, key question in formal 360º feedback processes:

"Do you trust your boss?"

These companies have learned that the answer to this question is more predictive of team and
organizational success than perhaps any other question they might ask.
A High Trust Leader is an individual who has unquestionably strong personal credibility, has the
ability to create and grow trust with others interpersonally, and who is then able to extend that trust
organizationally.

High Trust Leaders are managers of choice who understand the impact trust always plays on two key
outcomes—speed and cost—and how low or high trust either extracts a tax or produces a dividend on
every activity and dimension within a relationship, team, or organization.

High Trust Leaders have learned how to interact with others in ways that increase trust levels while
avoiding the pitfalls that deplete trust. While there are numerous actions and behaviors that affect trust
accounts, we have identified the 13 key behaviors that High Trust Leaders have in common (the first five
behaviors are primarily character-based; the second five are primarily competence based; the last three
are equal parts character and competence).

As you go through these behaviors, you may also find it valuable to consider the opposite of these 13
behaviors and how such "withdrawals" deplete trust.
What’s most exciting is that these 13 Behaviors of High Trust Leaders can be learned and applied by any
influencer at any level within any organization. The net result will be a significantly increased ability to
generate trust with all stakeholders in order to achieve better results.

The 13 Behaviors of High Trust Leaders are as follows:

CHARACTER BEHAVIORS:

1. Talk  Straight:

Be honest. Tell the truth. Let people know where you stand. Use simple language.
Call things what they are. Demonstrate integrity. Don’t manipulate
people nor distort facts. Don’t spin the truth. Don’t leave false impressions. 

“I look for three things in hiring people. The first is personal integrity, the second is
intelligence, and the third is a high energy level. But if you don’t have the first, the second
two don’t matter.”
- Warren Buffett, CEO, Berkshire-Hathaway

"Real integrity is doing the right thing, knowing that nobody's going to know whether you did
it or not."
- Oprah Winfrey

2.Demonstrate respect:

 Genuinely care for others. Show you care. Respect the dignity of every person
and every role. Treat everyone with respect, especially those who can’t
do anything for you. Show kindness in the little things. Don’t fake caring.
Don’t attempt to be “efficient” with people.

“The end result of kindness is that it draws people to you."
- Anita Roddick, Founder & CEO, The Body Shop

"If people know you care, it brings out the best in them."
- Richard Branson, Founder, the Virgin Group

3.Create Transparency:

Tell the truth in a way people can verify. Get real and genuine. Be open and
authentic. Err on the side of disclosure. Operate on the premise of, “What you
see is what you get.” Don’t have hidden agendas. Don’t hide information.

"The people I have trouble dealing with are people who tend not to give full information.
They purposefully leave out parts of the story—they distort facts."
- Shelly Lazarus, CEO, Ogilvy Mather Worldwide

“Trust happens when leaders are transparent."
- Jack Welch, Former CEO, G.E.

4. Right Wrongs:

Make things right when you’re wrong. Apologize quickly. Make restitution
where possible. Practice “service recoveries.” Demonstrate personal humility.
Don’t cover things up. Don’t let personal pride get in the way of doing
the right thing.

"What I call Level 5 leaders build enduring greatness through a paradoxical blend of
personal humility and professional will."
- Jim Collins

“Watergate wasn’t so much a burglary as it was the failure to recognize mistakes, to
take responsibility for them, and to apologize accordingly."
- Jon Huntsman, Chairman, Huntsman Corp.

5. Show Loyalty:

Give credit to others. Speak about people as if they were present. Represent
others who aren’t there to speak for themselves. Don’t badmouth others behind
their backs. Don’t disclose others’ private information.

“If you want to retain those who are present, be loyal to those who are absent. The
key to the many is the one."
- Stephen R. Covey

COMPETENCE BEHAVIORS:

6.Deliver Results:

Establish a track record of results. Get the right things done. Make things
happen. Accomplish what you’re hired to do. Be on time and within budget.
Don’t overpromise and underdeliver. Don’t make excuses for not delivering.

"There is no ambiguity around performance at Pepsi, which some people perceive
as harsh. I see it as an important and necessary part of how you operate. You can't
create a high trust culture unless people perform."
- Craig Weatherup, former CEO, PepsiCo

“Get good people and expect them to perform. Terminate them quickly and fairly if
you make the wrong choice."
- Bill Marriott, Jr., CEO, Marriott Corp.

7. Get Better:

Continuously improve. Increase your capabilities. Be a constant learner.
Develop feedback systems—both formal and informal. Act upon the feedback
you receive. Thank people for feedback. Don’t consider yourself above
feedback. Don’t assume your knowledge and skills will be sufficient for
tomorrow’s challenges.

“The illiterate of the 21st century will not be those who cannot read and write but those
who cannot learn, unlearn, and relearn."
- Alvin Toffler

8.Confront Reality:

Take issues head on, even the “undiscussables.” Address the tough stuff
directly. Acknowledge the unsaid. Lead out courageously in conversation.
Remove the “sword from their hands.” Don’t skirt the real issues. Don’t bury
your head in the sand.

"We strive to tell everyone everything we can. We want a culture with open dialogue and
straight answers. In terms of our work with employees, we have been direct with them
even when they don't like the answer. Our goal is not to please everyone but instead for
them to trust that what we tell them is the truth. You can't work the tough issues we face
unless everyone, starting with the senior team, trusts one another."
- Greg Brenneman, former CEO, Continental AIrlines

“Leaders need to be more candid with those they purport to lead. Sharing good news
is easy. When it comes to the more troublesome negative news, be candid and take
responsibility. Don’t withhold unpleasant possibilities and don’t pass off bad news to
subordinates to deliver. Level with employees about problems in a timely fashion."
- Jon Huntsman, Chairman, Huntsman Corp.

9.Clarify Expectations:

Disclose and reveal expectations. Discuss them. Validate them. Renegotiate
them if needed and possible. Don’t violate expectations. Don’t assume that
expectations are clear or shared.

“Almost all conflict is a result of violated expectations."
- Blaine Lee

"An individual without information cannot take responsibility. An individual who is given
information cannot help but take responsibility."
- Jan Carlzon, former CEO, Scandinavian Airlines

10. Practice Accountability:

Hold yourself accountable. Hold others accountable. Take responsibility
for results. Be clear on how you’ll communicate how you’re doing—and how
others are doing. Don’t avoid or shirk responsibility. Don’t blame others or
point fingers when things go wrong.

“Few things can help an individual more than to place responsibility on him and to let him
know that you trust him."
- Booker T. Washington

"Remember, when you were made a leader, you weren't given a crown, you were given
a responsibility to bring out the best in others. For that, your people need to trust you."
- Jack Welch, former CEO, General Electric

CHARACTER AND COMPETENCE BEHAVIORS

11. Listen First:

Listen before you speak. Understand. Diagnose. Listen with your
ears...and your eyes and heart. Find out what the most important behaviors
are to the people you’re working with. Don’t assume you know what
matters most to others. Don’t presume you have all the answers—or all the
questions.

"Nothing beats personal, two-way communication for fostering cooperation and
teamwork and for building an attitude of trust and understanding among employees."
- Bill Packard, Co-Founder, Hewlett Packard

“We’ve all heard the criticism, ‘He talks too much.’ When was the last time you heard
someone criticized for listening too much?"
- Norm Augustine, Former CEO, Lockheed Martin

12. Keep Commitments:

Say what you’re going to do. Then do what you say you’re going to do.
Make commitments carefully and keep them at all costs. Make keeping commitments
the symbol of your honor. Don’t break confidences. Don’t attempt
to “PR” your way out of a commitment you’ve broken.

"Trust is established through action and over time, and it is a leader's responsibility to
demonstrate what it means to keep your word and earn a reputation for trustworthiness."
- Hank Paulson, CEO, Goldman Sachs

“Trust doesn’t mean they tell you everything. It doesn’t mean they don’t posture. But it
means if they say, ‘We will do this,’ they will do it. It is credibility. It is integrity."
- Scott Smith, Publisher, Chicago Tribune

13. Extend Trust:

Demonstrate a propensity to trust. Extend trust abundantly to those who
have earned your trust. Extend trust conditionally to those who are earning
your trust. Learn how to appropriately extend trust to others based on the
situation, risk, and character/competence of the people involved. But have a
propensity to trust. Don’t withhold trust because there is risk involved.

“People ask me how I’ve had the interest and zeal to hang in there and do what I’ve
done. I say, ‘Because my father treated me with very stern discipline: he trusted me.’
I’m stuck, I’ve got to see the trust through. He trusted me. I trust other people. And they
did the job."
- Robert Galvin, Jr., Former CEO, Motorola

"The chief lesson I have learned in a long life is that the only way to make a man
trustworthy is to trust him."
- Henry Stimson, U.S. Statesman

"I have found that by trusting people until they prove themselves unworthy of that trust, a
lot more happens."
- Jim Burke, former CEO, Johnson & Johnson

beams and supports

Members Subjected to Flexural Loads

Introduction:

In many engineering structures members are required to resist forces that are applied laterally or transversely to their axes. These type of members are termed as beam.

There are various ways to define the beams such as

Definition I: A beam is a laterally loaded member, whose cross-sectional dimensions are small as compared to its length.

Definition II: A beam is nothing simply a bar which is subjected to forces or couples that lie in a plane containing the longitudnal axis of the bar. The forces are understood to act perpendicular to the longitudnal axis of the bar.

Definition III: A bar working under bending is generally termed as a beam.

Materials for Beam:

The beams may be made from several usable engineering materials such commonly among them are as follows:

• Metal
• Wood
• Concrete
• Plastic

Examples of Beams:

Refer to the figures shown below that illustrates the beam

Fig 1                                                             Fig 2

In the fig.1, an electric pole has been shown which is subject to forces occurring due to wind; hence it is an example of beam.

In the fig.2, the wings of an aeroplane may be regarded as a beam because here the aerodynamic action is responsible to provide lateral loading on the member.

Geometric forms of Beams:

The Area of X-section of the beam may take several forms some of them have been shown below:

Issues Regarding Beam:

Designer would be interested to know the answers to following issues while dealing with beams in practical engineering application

•  At what load will it fail

•  How much deflection occurs under the application of loads.

Classification of Beams:

Beams are classified on the basis of their geometry and the manner in which they are supported.

Classification I: The classification based on the basis of geometry normally includes features such as the shape of the X-section and whether the beam is straight or curved.

Classification II: Beams are classified into several groups, depending primarily on the kind of supports used. But it must be clearly understood why do we need supports. The supports are required to provide constrainment to the movement of the beams or simply the supports resists the movements either in particular direction or in rotational direction or both. As a consequence of this, the reaction comes into picture whereas to resist rotational movements the moment comes into picture. On the basis of the support, the beams may be classified as follows:

Cantilever Beam: A beam which is supported on the fixed support is termed as a cantilever beam: Now let us understand the meaning of a fixed support. Such a support is obtained by building a beam into a brick wall, casting it into concrete or welding the end of the beam. Such a support provides both the translational and rotational constrainment to the beam, therefore the reaction as well as the moments appears, as shown in the figure below

Simply Supported Beam: The beams are said to be simply supported if their supports creates only the translational constraints.

Some times the translational movement may be allowed in one direction with the help of rollers and can be represented like this

Statically Determinate or Statically Indeterminate Beams:

The beams can also be categorized as statically determinate or else it can be referred as statically indeterminate. If all the external forces and moments acting on it can be determined from the equilibrium conditions alone then. It would be referred as a statically determinate beam, whereas in the statically indeterminate beams one has to consider deformation i.e. deflections to solve the problem.

Types of loads acting on beams:

A beam is normally horizontal where as the external loads acting on the beams is generally in the vertical directions. In order to study the behaviors of beams under flexural loads. It becomes pertinent that one must be familiar with the various types of loads acting on the beams as well as their physical manifestations.

A. Concentrated Load: It is a kind of load which is considered to act at a point. By this we mean that the length of beam over which the force acts is so small in comparison to its total length that one can model the force as though applied at a point in two dimensional view of beam. Here in this case, force or load may be made to act on a beam by a hanger or though other means

B. Distributed Load: The distributed load is a kind of load which is made to spread over a entire span of beam or over a particular portion of the beam in some specific manner

In the above figure, the rate of loading ‘q' is a function of x i.e. span of the beam, hence this is a non uniformly distributed load.

The rate of loading ‘q' over the length of the beam may be uniform over the entire span of beam, then we cell this as a uniformly distributed load (U.D.L). The U.D.L may be represented in either of the way on the beams

some times the load acting on the beams may be the uniformly varying as in the case of dams or on inclind wall of a vessel containing liquid, then this may be represented on the beam as below:

The U.D.L can be easily realized by making idealization of the ware house load, where the bags of grains are placed over a beam.

Concentrated Moment:

The beam may be subjected to a concentrated moment essentially at a point. One of the possible arrangement for applying the moment is being shown in the figure below:

discover the discovery................

                                              

Land Rover SUVs are the first choice of England's royals when the need arises for a vehicle gutsy enough to tackle rocks and mud. It's no wonder; in addition to their go-anywhere bravado, Land Rovers offer a uniquely British brand of elegance that feels supremely upper-crust. The Land Rover Discovery, offered in Europe a few years before coming to North America, was created to serve as a bridge between the manufacturer's utilitarian Defender and prestigious Range Rover models.

Unlike today's family-friendly crossovers, the Land Rover Discovery was an old-school luxury SUV that was at its best when pitted against treacherous ravines and vertiginous mountain paths. On-road performance clearly wasn't the primary focus, though on later models, Land Rover made more of an effort to strike a balance between trail-busting capacity and boulevard comfort.

In certain aspects concerning versatility, interior ergonomics and safety, the Land Rover lagged behind its peers. Cargo space was limited, and side airbags and stability control weren't available. Then there was the issue of reliability. Land Rovers of years gone by had a notoriously intimate relationship with repair shops, and the Discovery was no exception. More recent models, though, showed some improvement in this area.

Legendary off-road capabilities and a high level of luxury are the Discovery Series II's best points. But in our opinion, both are overshadowed by the vehicle's faults. Most buyers will probably be better served by competing Japanese or domestic luxury SUVs.

Most recent Land Rover Discovery

The Land Rover Discovery was a two-generation vehicle, and its most recent generation was built from 1999 until the SUV's demise in 2004. (The Land Rover LR3 took its place in the lineup.) Between model years 2000 and 2002, the Discovery was known as the Discovery Series II.

This generation saw a dizzying flurry of trim changes. In 1999, the Discovery was available in two versions: the outgoing generation called the SD and the new Series II. In 2000, the old one was dropped. Model-year 2001 saw another revision; the Discovery Series II could be had in SD, LE and SE models. The LE trim level was dropped in 2002. In 2003, the SUV once again became known simply as the Discovery, and from that point on it was available in base S, SE and top-of-the-line HSE trim levels.

Base-model Discovery models from this generation weren't light on luxury features, offering standard amenities like a CD player, power-adjustable front seats and dual-zone climate control. The nimble Land Rover was also ready to roam the great outdoors, thanks to permanent four-wheel drive, plenty of ground clearance and Hill Descent Control. Active Cornering Enhancement, a hydraulic suspension system that reduces vehicle body lean during cornering, was available, as were a self-leveling rear suspension and third-row seats.

Initially, two 4.0-liter V8s were available, one good for 182 horsepower and 233 pound-feet of torque, and the other for 188 hp and 250 lb-ft of torque. In 2000, the less-muscular V8 was dropped from the lineup. Model-year 2003 saw the introduction of a more potent 4.6-liter V8 good for 217 hp and 300 lb-ft of torque. This engine was used to power all Discoverys until the model's retirement. This Land Rover wasn't known for stellar fuel economy. Discoverys powered by the 4.6-liter got a paltry 12 mpg in the city and 16 in highway travel.

Engine changes weren't the only ones experienced by the Land Rover Discovery during these five years. In 2000, the SUV benefited from minor interior upgrades. In 2002, new alloys were added, along with a standard Harman Kardon sound system. The Discovery got revised styling and interior treatments for 2003, and improvements were also made to its steering, brakes and suspension. By 2004, the options list had grown to include a navigation system, rear-seat DVD entertainment system and rear parking sensors.

Top-notch interior materials were the order of the day in the Discovery's cabin. There was ample head- and legroom, but the SUV's narrow proportions resulted in scarce shoulder- and hiproom. Additionally, this Land Rover's cramped doorways and tall stance made entry and exit somewhat of a challenge.

In editorial reviews, the Land Rover Discovery scored high marks for its off-road performance. On pavement, it was plagued by sluggish steering and an overly harsh ride. Ride quality saw some improvement after 2003's refresh, so opt for a 2003 or 2004 model to get a Discovery offering the most competence in this area. Finding a well-maintained and -documented model is probably wise given the Disco's less-than-exemplary reputation for reliability and durability.

Past Land Rover Discoverys

The Land Rover Discovery's first generation lasted from 1994-'99. Standard features included full power accessories, keyless entry and cruise control. A third-row seat and, eventually, a CD player were offered as options. Early Discoverys got their juice from a 3.9-liter V8 good for 182 hp and 232 lb-ft of torque. This engine was replaced by a 4.0-liter V8 in 1996, offering slightly more torque (233 lb-ft) and improved fuel economy. In 1997, the Discovery's interior was upgraded to include burled walnut trim.

Even more so than later models, Discoverys from this generation were prone to reliability issues; on-road ride quality was also quite unforgiving. Given these factors, we'd recommend that those in the used market place their money with one of the SUV's more amenable Japanese competitors. If you're determined to get a first-gen Discovery, opt for the 1996 and '97 versions, with their more frugal engines.

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