REGAINING TRUST THE BIGGEST CHALLENGE ?

Regaining youth's trust in BN is Shabery's biggest challenge
PETALING JAYA, April 10 - Regaining the trust of the youths in the Barisan Nasional (BN) government will be the biggest challenge for the new Youth and Sports Minister, Datuk Ahmad Shabery Cheek.

He said this was based on his analysis of the results of the last general election and the by-elections that followed, which indicated dissatisfaction or anger among young people towards BN.

"It's frightening. When I think about it, seems to me that it's a very big responsibility to address the question of government survival, which calls for us to focus our attention on people aged 35 and below.

"There are things that we need to ponder about. Has there been lack of attention given or they (the youths) have been having pent-up feelings against the government for not fulfilling their aspirations?" he said to reporters when met at the Royal Malaysian Air Force base, here, today.

Ahmad Shabery and several other ministers were there to send off Prime Minister Datuk Seri Najib Razak for the 14th Asean Summit in Pattaya, Thailand.

Asked about the first thing he would do in his new portfolio, he said it was too early to make an announcement and he needed to discuss with the previous minister (Datuk Seri Ismail Sabri Yaakob) and the ministry's officers about the planned programmes.

"I believe there are many programmes that should be continued because like in agriculture, we cannot expect to get good results immediately from our investments in youth and sports.

"We try, but the positive results will take time to materialise, sometimes after five or six years (of sports training). Then we think about creating new products (talents)," he said.

Asked about his feelings over the new appointment, Ahmad Shabery said he was at first shocked as it would be a new area for him, as looking after the interests of youths was a huge challenge for the government.

"The government's future depends on how much trust young people have in its current administration.

"So, when given the new responsibility, like in football, I'll be in the forward line. But God willing, I will do my best for the ministry.

"What is important is how to raise the spirit of young people, and in this aspect, I have two deputy ministers who are still in the 'youth' category. I believe they will be of great help."

On sports, he said, he said it was part of daily life, and "if there is integrity, discipline and good coordination in sports, it mirrors a good community life system".

This would be one important aspect he needed to look into as sports could build patriotism and be a source of wealth as seen in other countries, said Ahmad Shabery who likes tennis, golf and bowling.

THE ONE THING THAT CHANGES EVERYTHING
How trust affects the trajectory and outcome of our lives—both personally and professionally—and what we can do to change it.

Nothing is as Fast as the Speed of Trust

You Can Do Something About This!

THE FIRST WAVE—SELF-TRUST (The Principle of Credibility)

Beyond “ethics”: Why personal credibility is the foundation of all trust and how to create it

The 4 Cores of Credibility
Core 1—Integrity (Are You Congruent?)
Core 2—Intent (What’s Your Agenda?)
Core 3—Capabilities (Are You Relevant?)
Core 4—Results (What’s Your Track Record?

THE SECOND WAVE—RELATIONSHIP TRUST (The Principle of Behavior)
How to behave yourself out of problems you’ve behaved yourself into

The 13 Behaviors of High Trust Leaders
Behavior #1: Talk Straight
Behavior #2: Demonstrate Respect
Behavior #3: Create Transparency
Behavior #4: Right Wrongs
Behavior #5: Show Loyalty
Behavior #6: Deliver Results
Behavior #7: Get Better
Behavior #8: Confront Reality
Behavior #9: Clarify Expectations
Behavior #10: Practice Accountability
Behavior #10: Listen First
Behavior #12: Keep Commitments
Behavior #13: Extend Trust
Creating an Action Plan

THE THIRD, FOURTH, AND FIFTH WAVES - STAKEHOLDER TRUST
How to increase speed, lower cost, and maximize the influence of your organization

The Third Wave—Organizational Trust (The Principle of Alignment)

The Fourth Wave—Market Trust (The Principle of Reputation)

The Fifth Wave—Societal Trust (The Principle of Contribution)

INSPIRING TRUST
How to extend “Smart Trust,” restore trust, and take the exponential leap of faith that makes all the difference…and why not extending trust is the greatest risk of all

Extending “Smart Trust”

Restoring Trust When It Has Been Lost
A Propensity to Trust

The Key Factor in a Global Economy

"As we move rapidly into an even more transparent interdependent global reality, trust is more career critical than it has ever been. My interactions with business leaders around the world have made it increasingly evident that “speed to market” is now the ultimate competitive weapon".

Low trust causes friction, whether it is caused by unethical behavior or by ethical but incompetent behavior (because even good intentions can never take the place of bad judgment). Low trust is the greatest cost in life and in organizations, including families.

Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication—all of which reduce the speed of trust. Low trust slows everything—every decision, every communication and every relationship.

On the other hand, trust produces speed. And, as Stephen points out, the greatest trust-building key is “results.” Results build brand loyalty. Results inspire and fire up a winning culture. The consistent production of results not only causes customers to increase their reorders; it also compels them to consistently recommend you to others. Thus, your customers become your key promoters, your key sales and marketing people. In addition, results win the confidence of practical-minded executives and work forces. Consistent results also put suppliers under the main tent as strategic partners, which is so vital in this new world-class, knowledge worker, global economy.

Trust is like the aquifer—the huge water pool under the earth which feeds all of the subsurface wells. In business and in life, these wells are often called Innovation, Complementary Teams, Collaboration, Empowerment, Six Sigma and other expressions of Total Quality Management, Brand Loyalty, or whatever. These wells themselves feed the rivers and streams of human interaction, business commerce, deal making. They give sustaining quality of life to all relationships, including family relationships, interdepartmental relationships, day-to-day supplier and customer relationships—in fact, any effort to make a sustainable contribution ". Ref : The SPEED of TRUST by Stephen M. R. Covey

The One Thing That Changes Everything
THE SPEED OF TRUST
THE SUMMARY IN BRIEF
There is one thing that is common to every individual, relationship, team, family, organization, nation, economy and civilization throughout the world — one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love.

On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life.

That one thing is trust.
The Five Waves of Trust model serves as a metaphor for how trust operates in our lives. This summary will cover these forms as the structure for understanding and making trust actionable, including a look at the Four Cores of credibility and the 13 Behaviors of high-trust leaders.

The summary concludes with a section on restoring lost trust on the societal, market, organizational, relationship and personal level.

In all cases, the Four Cores and 13 Behaviors provide powerful restoration models.

What you will learn in this summary:
The economics of trust and its effects on speed and cost in relationships and organizations.
How you can assess your credibility based on character and competence.
The 13 Behaviors common in people with high-trust relationships.
The taxes and dividends that flow from organizational trust.
How micro trust issues in the self and in relationships flow outward to affect market reputation and societal contribution.
How to be an effective leader by inspiring and extending trust.
How to restore lost trust.