4 Secrets of Trust Building
Distrust interprets action as manipulation. When people don’t trust you, the things you do for them feel insincere. Skeptics believe compliments obscure self-serving ends and gifts mask selfish motives.
Trust reflects how others feel about your intentions.
Nothing you do to strengthen relationships matters until people believe you care.
4 Secrets of trust building
#1. Show care.
Trustworthy leaders commit to serve the best interest of others. Trust reflects how people feel about your intentions.
The questions are, “What motivates you?” Or “How are you at cheering when others make progress?”
Tip: Express your intentions with words. Never assume they are obvious.
#2. Demonstrate competence.
I don’t trust my dentist to fix my car. He’s a great guy and a wonderful dentist, but he’s unqualified to repair my broken muffler.
The question is, “Can you deliver results reliably?”
Tip: Deliver on your promises.
#3. Practice humility.
Humility expresses willingness to learn and grow.
Defensive people inspire apprehension and anxiety. Humble leaders admit they are wrong and commit to improve.
The question is, “How are your listening skills?”
Tip: Let people know what you are learning.
#4. Exemplify transparency and vulnerability.
You give permission for people to be themselves when you exhibit frailty (along with improvement). Inauthentic leaders are surrounded by posers. People don’t speak the truth until they see your protective barriers go down.
The question is, “How are you at receiving help?”
Tip: Speak openly about challenges.
A note on receiving help: When competent reliable people offer to take on new responsibilities, don’t simply let them, encourage them (especially when it takes something off your plate). But don’t delegate the core responsibilities of your job.
Which of these ideas seems most challenging for leaders?
There’s more to this than the above four items. What would you add to the list?
Still curious:
The Top 5 Tips for Building Trust and Multiplying Impact
Everything Starts Here (hbr.org)
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