In The Speed of Trust, Stephen M.R. Covey (2006) argues that trust is not merely a soft, feel-good concept; it is a critical, measurable factor that determines the speed and efficiency of every organization. Trust, he explains, functions like the “hidden variable” of business success. When it’s high, productivity increases and costs decrease. When it’s low, everything slows down, requiring more oversight, more bureaucracy, and more energy.
This idea is best understood through a simple analogy: the workplace is like a vehicle. Leaders are the drivers who steer direction, employees are the engine that generates forward motion, and trust is the fuel that makes everything move. Without fuel, the most expensive car in the world is nothing more than an attractive sculpture sitting idle. With the right fuel, however, the same vehicle can accelerate, maneuver, and reach its destination quickly.
Covey’s message is clear: if leaders want to build productive organizations, they must stop trying to push the car themselves and instead learn to fuel and trust the engine that drives it.
The Illusion of Control: Why Leaders Struggle to Trust
Many leaders believe they can “do the job better themselves.” It’s a common sentiment, but one that undermines long-term success. Imagine a driver who refuses to turn the engine on. Instead of turning the key, they get out and try to push the car. The car will move, but only at a fraction of its potential speed, and at the cost of the driver’s energy.
This is what happens in organizations where trust is low. Leaders resort to micromanagement, duplicating effort, and burning themselves out by refusing to rely on their team. A Gallup (2025) report found that managers who fail to trust their teams not only reduce productivity but also significantly increase turnover, as employees quickly disengage when their autonomy is stripped away.
Covey (2006) explains that leaders often see trust as a gamble: “What if my employee doesn’t follow through? What if they fail?” But what leaders often overlook is that failing to trust is just as risky, if not more so. Without trust, employees never fully engage, and innovation suffocates under the weight of overcontrol.
Trust as the Accelerator of Productivity
Trust is not just about reducing conflict; it’s about increasing speed. Harvard Business Review notes that teams operating in high-trust environments report 74% less stress, 50% higher productivity, and 76% more engagement compared to low-trust teams (Zak, 2017).
This mirrors Covey’s principle that “when trust goes down, speed goes down and cost goes up. When trust goes up, speed goes up and cost goes down” (Covey, 2006).
Think of a car again: if the driver constantly questions whether the fuel will ignite, they will start the journey hesitantly, pressing the accelerator cautiously, and pulling over every mile to check under the hood. But when they know the car is reliable and well-fueled, they drive with confidence and reach their destination faster.
In the workplace, trust accelerates decision-making. Instead of layers of approvals, endless meetings, or micromanagement, leaders can delegate tasks knowing their teams will handle them. Employees feel empowered to act decisively rather than waiting for permission. This acceleration doesn’t just save time; it compounds into measurable financial results.
The Hidden Costs of Distrust
Covery (2006) refers to distrust as a “tax” on organizations. Just as fuel inefficiency wastes energy, distrust wastes resources. The costs show up in many forms:
- Excessive oversight: Leaders spend time double-checking tasks instead of focusing on strategy.
- Slow decision-making: Teams hesitate without clear trust, leading to bottlenecks.
- High turnover: According to Gallup, employees don’t feel safe to propose new ideas or challenge old processes (Gallup, 2025).
- Lost Innovation: Without trust, employees don’t feel safe to propose new ideas or challenge old processes.
Imagine driving with the parking brake on. The car still moves, but it strains the engine, burns more fuel, and risks damaging the vehicle. Similarly, organizations without trust are forced to pour more energy into the same output, exhausting both leaders and employees.
Building Trust: Leaders as Drivers
So, how do leaders “fuel the engine” of trust in their workplace? Covey (2006) outlines 13 behaviors of high-trust leaders, but a few stand out as especially relevant in today’s workplaces:
- Talk Straight: Employees respect leaders who communicate with clarity and honesty. Mixed messages are like bad directions; they confuse the driver and delay progress.
- Demonstrate Respect: Recognition and appreciation act like regular tune-ups. They keep the engine running smoothly.
- Create Transparency: Hidden agendas are like foggy windshields; they obscure vision and increase the chance of collision. Transparency clears the view, allowing everyone to see where the team is headed.
- Extend Trust Wisely: Leaders don’t simply hand over the keys to anyone, but they do allow capable employees to take the wheel in their areas of expertise. This balance between trust and accountability builds confidence on both sides.
By embodying these behaviors, leaders shift from trying to push the car alone to properly fueling and steering it, unlocking the true power of their team.
Employees as the Engine
Just as a car’s engine is made up of many interconnected parts, a workplace relies on the collective performance of its employees. Each cylinder, gear, and valve has a role. When trust exists, employees understand how their part contributes to the whole, and they operate in sync.
In contrast, when trust is missing, the “engine misfires.” Communication breaks down, collaboration weakens, and small issues become major disruptions.
Research from Edelman’s (2022) Trust Barometer highlights that 74% of employees want their employer to be a trusted source of information, and when this trust is present, employees are far more engaged and loyal. This illustrates that employees don’t just want a paycheck; they want to believe in the organization, just as a driver trusts their car to get them safely to their destination.
The Road Ahead: Trust as a Competitive Advantage
In today’s fast-paced economy, trust is no longer optional; it’s a competitive advantage. Companies with high-trust cultures move faster, innovate more, and retain top talent.
Think about the automotive industry. Two cars may look identical on the outside, but the one with better fuel efficiency, cleaner engine performance, and greater reliability will consistently win on the road. Similarly, two organizations may have similar resources and strategies, but the one that runs on trust will outperform the other in the long run.
Conclusion: Turning the Key
Trust in the workplace is not just about being “nice” or reducing conflict; it’s about unlocking productivity, efficiency, and innovation. As Covey argues in The Speed of Trust, trust is a measurable economic driver. It is the fuel that powers every team, every decision, and every outcome.
Leaders must recognize that they cannot push the car themselves forever. The workplace is designed to run when properly fueled by trust. By extending trust to employees, creating transparency, and respecting their contributions, leaders turn the key that powers the engine of productivity.
Without trust, the car stalls. With it, the organization accelerates smoothly toward its goals.
The road ahead is clear: trust is not just a virtue; it’s the fuel that drives performance.
References
Covey, S.M.R. (2006). The speed of trust: The one thing that changes everything. Free Press.
Edelman. (2022). 2022 Edelman Trust Barometer. Edelman. 2022 Edelman Trust Barometer | Edelman
Gallup. (2025). State of the workplace 2025 report. Gallup. State of the Global Workplace Report – Gallup
Zak, P. J. (2017). The neuroscience of trust. Harvard Business Review. The Neuroscience of Trust