Trust and Inspire Leadership: The 5 Fundamental Beliefs

This article is an excerpt from the Shortform book guide to "Trust and Inspire" by Stephen M.R. Covey. Shortform has the world's best summaries and analyses of books you should be reading.

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How do your beliefs shape your leadership style? What do you believe to be true about yourself and the people you lead?

In Trust and Inspire, Stephen M. R. Covey says that as a modern leader, you must inspire employees to maximize their work quality by trusting and encouraging them to achieve their full potential. He contends that the foundation of this type of leadership is a set of beliefs.

Keep reading to learn the five fundamental beliefs of Trust and Inspire leadership.

The 5 Fundamental Beliefs of Trust and Inspire Leadership

Covey explains that Trust and Inspire leadership differs from traditional leadership in the mindset and worldview that the leaders hold. While traditional leaders focus on controlling people, inspirational leaders focus on developing people. He says inspirational leaders hold five beliefs about the world that shape their leadership style.

(Shortform note: Many of Covey’s ideas about the shift from industrial-era to knowledge-era leadership are consistent with the long-standing Complexity Leadership Theory (CLT). Part of CLT is the emphasis on the need to shift from controlling people to developing them. However, Covey’s idea that this shift hinges on a leader’s personal belief system is unique. CLT makes no mention of leaders’ personal beliefs—in other words, while Covey focuses on changing leaders (who they are as a person), CLT focuses more narrowly on changing leadership methods.)

Fundamental Belief #1: Everyone Has a Higher Potential to Achieve

Inspirational leaders believe everyone has unique talents. These leaders have the ability to see people’s potential, and they believe that their role as a leader is to help people learn and grow to reach it.

(Shortform note: Covey says you must be able to see people’s potential but doesn’t offer advice for developing this ability. One approach to determining an employee’s potential is to observe their behavior in three areas. First, how do they use their intellect—for example, do they try to anticipate changes and setbacks? Second, where do they put their energy—for example, do they focus on making things easier for themselves, or for the organization as a whole? Finally, how emotionally intelligent are they—for example, are they able to persuade or empathize with others? While these metrics target leadership potential, they may also hint at general potential by uncovering an employee’s interests and talents.)

Fundamental Belief #2: People’s Needs Are Dynamic and Important

Inspirational leaders recognize that for people to reach their full potential and produce quality work, their fundamental needs must be fulfilled—physiological needs, safety needs, needs for love and belonging, and esteem needs. The best leaders even strive to help fulfill people’s need for self-actualization. They’re not only concerned with employees’ financial needs (a paycheck)—they also have genuine concern for employees’ overall well-being, including their mental, emotional, and spiritual health.

(Shortform note: The “trust and inspire” model focuses primarily on how to fulfill people’s more complex needs, and consequently, it doesn’t explicitly address how leaders can meet more basic physiological and safety needs. To fulfill employees’ physiological needs at work, provide clean restrooms, drinking water, breaks for meals and snacks, and a comfortable environment. To fulfill their safety needs, provide furniture that reduces risk of injury and enact policies that ensure employees are safe when working.)

Trust and Inspire Leadership: The 5 Fundamental Beliefs