Trust is Built, Not Granted

The March 4, 2014, issue of FastCompany highlights the importance between leadership communication and trust.

When people think about trust, they very quickly leap to thinking about someone’s character.

What makes a person fundamentally trustworthy, though, is generally the degree to which our assumptions or expectations of them match the reality of our interactions.

Do they do what they say they will do? Do they represent their capabilities truthfully? Are they quick to acknowledge and correct mistakes?

When we work with leaders to build trust and credibility, we have them look at three key areas of their performance:

Communication:

• Do people trust how you listen? Are you connected to what matters most to them and the reality of their experience?
• Is your speaking fact-based and purpose-driven?
• Do you make clear and specific requests of others?

Character:

• Do you say what you mean and do what you say?
• Are you true to announced leadership values?
• Do you reward integrity? Do you address poor performance quickly, accurately, and authentically?

Capability:

• Do people trust your expertise and judgment?
• Do you involve other expertise when valuable or necessary?
• Do you communicate breakdowns in your ability to perform ASAP?

Trust Assessment

Take the Conversant Trust Assessment to learn more about how issues of trust are playing out in your relationships.

Answer the following on a scale of 1 (never) through 5 (always) to see where your leadership credibility is on- or off-track.

Communication

1. People trust me to listen to learn.
2. People trust me to care about and understand what matters to them.
3. People trust my judgment.
4. People trust that my commitments will be clear, specific, and accurate.
5. People trust that I will make commitments based on shared purpose.

Character

1. People trust that I will follow through on commitments and keep my word.
2. People trust me to be honest about results.
3. People trust me to reward integrity.
4. People trust me to address poor performance quickly and honorably.

Capability

1. People trust my skills and experience.
2. People trust me to involve others appropriately when my own skills are insufficient for the job.
3. People trust me to communicate breakdowns in my ability to follow through on commitments as soon as possible.

Now, pick two of your greatest strengths (4s and 5s) and think about how you can emphasize, augment, or enhance them.

Pick two of your weak spots (3 or lower). Identify specific actions you can take to shore up these areas that put your leadership credibility at risk.