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<\/figure>\n\n\n\nTrust is a measure of the strength and stability of one person\u2019s confidence in another. It is also a state of being wherein a person feels safe to be completely honest and transparent in their communication. Given the complexities of human behavior and social systems, it is a tall order to achieve such a state 100% of the time. However, there are steps we can take, perspectives we can change and behaviors we can avoid if we wish to cultivate a culture of safety, transparency and accountability, and foster trust within an organization.<\/p>\n\n\n\n
Trust by Any Other Name<\/h2>\n\n\n\n
It\u2019s imperative to remember that people come to the organization with their own premade definitions of trust. These have been well established by their experiences, unique ways of thinking and individual vantage points.<\/p>\n\n\n\n
For example, it\u2019s common for people to confuse the pursuit of trust with the pursuit of comfort\u2014that is, they believe that to achieve a sense of safety, any criticism or differing opinions need to be hidden, couched or tempered. In fact, trust thrives in environments in which the opposite is true\u2014where opinions and feedback are shared openly within a framework of mutual respect. To feel truly safe and trusting, you need an environment in which you are willing to tell someone what they need<\/em> to hear, rather than what they want<\/em> to hear.<\/p>\n\n\n\n People come to trust at a variety of speeds. Some may grant trust early, preferring to give us the benefit of the doubt (and making that trust ours to lose). Many others develop trust over time, observing patterns of behavior and only granting trust to those who have proven themselves to be true to their word. Others might base trust on the degree to which a connection is made on a personal level–whether they feel close to, or at least comfortable with, a person.<\/p>\n\n\n\n We\u2019d be making a mistake trying to rush or force anyone\u2019s trust-building process. But the common element among all approaches is consistency and reliability. When both of those elements are present, the process will proceed on its positive course.<\/p>\n\n\n\n Patterns of trustworthiness should be maintained consistently over time. This can require a certain discipline and behavioral change. Some of our behaviors and reactions\u2014never admitting to a limitation in abilities, for example, or never owning up to a mistake\u2014are well-ingrained and may even have been reinforced through past accolades and perceived rewards.<\/p>\n\n\n\n Overpromising may seem to please people in the immediate term, but consistently underdelivering inevitably erodes their trust in you over time. It may seem counterintuitive (especially to those of us in management roles), but it\u2019s far more impressive to people if you’re honest about the limits of your knowledge and capabilities, and up-front about what is and isn\u2019t deliverable. Even better, when you know it will be a challenge for you to complete a task on your own within a given timeframe, reaching out to colleagues for input and assistance lets them know not only that you\u2019re transparent and honest, but that you respect their points of view and consider their input helpful. It\u2019s an acknowledgment that everyone on the team is there for a reason and that no single individual is expected to be able to carry everything on their own.<\/p>\n\n\n\n This approach also helps foster a culture in which the virtue of humility is truly valued. Just as you earn trust by being honest and unashamed about your limitations, you also earn trust and respect by acknowledging your mistakes\u2014by owning them, apologizing and making amends. Doing so humbly but without any attached embarrassment or shame, helps avoid creating a culture in which people fear making mistakes or, worse yet, try to hide them. Of course, this also holds true for receiving critical feedback. Are you able to hear criticism, thank your colleague for sharing, and honestly take their input into account and consider whether the work can be improved? Defensiveness is a natural response, and it takes time and concentrated effort to learn how to accept criticism graciously, without becoming angry or hurt.<\/p>\n\n\n\n Integrity plays a major role in building trust, as well. Do we do the right thing even when nobody is watching? Are we looking out for the welfare of all of our coworkers and the organization as a whole? If a colleague begins complaining or talking negatively about another person without that person being present, do you have that person\u2019s back? Do you try to help your colleague look at things a little differently? Gossip is such a tempting trap\u2014it can create an immediate, if temporary, sense of camaraderie with your fellow gossiper, but at what cost? Do we want to be part of a culture in which everyone suspects they\u2019re being criticized behind closed doors? In which it\u2019s hard to trust positive feedback, a kind word, or a smile?<\/p>\n\n\n\n To be blunt, it is ridiculous to think that people\u2019s personal lives don\u2019t intersect with their work lives. We are human beings. Our thoughts and emotions are affected by challenges, accomplishments, fears and joy no matter whether they are personal or professional. This is where empathy comes into play. We build trust in the workplace when we show genuine care and concern for coworkers who are facing difficulty. This means getting to know about them, their families, their interests and what gives them joy. The more these bonds are strengthened, the more likely we are to go out of our way to make someone else\u2019s day by offering support, a kind word or an open ear.<\/p>\n\n\n\n Here’s where we come to another common mistake. Whether we\u2019re with friends, family or colleagues, we commonly get involved in storytelling\u2014sharing what we did for the holidays, sharing the story of a great vacation we just took, or proudly sharing a child\u2019s or spouse\u2019s accomplishment. In an effort to \u201crelate,\u201d people too often respond immediately with a story of their own, similar experience. What happens in those moments is that the storyteller feels the attention has been shifted away from their story. Rather than shifting the story to ourselves, we should remain focused on the person speaking, asking questions and showing a genuine interest in the story they\u2019re telling. It\u2019s a small but powerful way to build community and trust in an organization.<\/p>\n\n\n\n Some of the behavioral changes and skills we\u2019ve discussed take time and work to develop. Often it\u2019s incredibly helpful to have coaching and input from a third party\u2014an expert, impartial observer who isn\u2019t afraid to provide honest feedback.<\/p>\n\n\n\n Our talented and experienced team offers comprehensive services to develop high-performance individuals and organizations. We make people better, teams stronger and organizations more aligned with all aspects of world-class leadership, thereby enhancing efficiency, productivity and profitability by eliminating the guesswork associated with managing people.<\/p>\n","protected":false},"excerpt":{"rendered":" Trust is a measure of the strength and stability of one person\u2019s confidence in another. It is also a state of being wherein a person feels safe to be completely honest and transparent in their communication.<\/p>\n","protected":false},"author":6,"featured_media":3789,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-3788","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-learning-lab"],"acf":[],"yoast_head":"\nIt\u2019s All in the Follow-Through<\/h2>\n\n\n\n
Think It\u2019s Just Business? Think Again.<\/h2>\n\n\n\n
We\u2019re Here to Help<\/h2>\n\n\n\n