Page 67 - The Apple Experience

Some Apple managers whom I’ve met are very humble when it comes to
this trust component. “We don’t get caught up in the illusion that we know

everything or have all the right answers.” In Part II, you will learn about the

Apple five steps of service. Step four is to “listen” for any unresolved issues,

concerns, or questions.

Keep Commitments

Managers who keep their commitments do what they say they are going

to do. If a manager promises an employee that he will address a concern at

the end of the shift, he’d better keep that commitment. Managers who
overpromise and underdeliver will lose the trust of their team very quickly.

This point goes with delivering results: managers who can deliver results are

more likely going to follow through with their commitments.

Extend Trust

Fearless managers extend trust. They don’t withhold trust because some

risk is involved. Of course, they are careful, but they demonstrate a
propensity to trust their employees. Covey offers the following advice:

“Extend trust abundantly to those who have earned your trust. Extend

conditionally to those who are earning your trust.” According to Covey, trust
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means confidence. The opposite of trust—distrust—is suspicion. “When you

trust people, you have confidence in them, in their integrity, and in their

abilities.” Trust is established when everyone on the team—the newbie, the

part-timer, the veteran, feels like an important part of the team. “Smart

leaders create an environment that encourages appropriate risk-taking, an

environment that makes it safe to make mistakes,” says Covey.
The fastest way to lose trust—at Apple or any other company—is to

violate these thirteen principles. Trust will be shattered if a manager fails to