Covey notes that there is a common variable in every relationship—personal, organizational, and societal—that significantly influences outcomes. Its presence strengthens relationships and bolsters success, while its absence undermines both. This variable—trust—often goes unrecognized, but Covey asserts that trust is not slow to build, nor irreparable once lost, nor unteachable if not inherent. Instead, trust is hard, fast, and quantifiable, and it can be built, restored, and learned. Though current events have tended to erode trust throughout society, Covey is therefore confident that readers can counteract this trend.

Covey shares his experiences during his tenure at an investment banking firm where deep-seated trust issues hampered the team’s progress. Although his senior leader believed the trust was irreparable, Covey disagreed, seeing trust as a potential tool for enhancing performance and quality of life. He defines trust as faith in another’s integrity and abilities and notes that its absence breeds suspicion and misinterpretation, leading to stagnation and frustration.

Covey’s personal account of the Franklin Quest and Covey Leadership Center merger illustrates the importance of trust in leadership. His initial oversight in establishing trust bred suspicion, underlining the vital role trust plays in harmonious work environments. He managed to catalyze constructive dialogue and rebuild trust by openly addressing the brewing mistrust and conflicts, leading to increased speed and efficiency in the company’s operations.