Part III: Behaviors that Build Trust

This Part III on Trust is I think the most important part of the entire series so far.  It describes in concrete ways the types of behaviors that help build trust.  And, if you take the exact opposite of those behaviors you are destroying trust in you and in the organization.  A reminder that this information comes from a FEMA course on Leadership and Influence.  I highly commend the information below to your reading and to "your behavior."

 

Building Trust

 

When things are continually changing, it can become difficult to build a case for

trust. It’s almost as if you were saying “Trust me … I’ve never done this either!”

In these times of rapid change, more than ever before, your challenge as a

leader is to build trust where it has never been and to rebuild trust where it has

been lost.

 

Many of the strategies discussed [below] will help you to minimize the erosion of trust. How else can you, as a leader, build trust among your constituents whether they are employees, those above you in rank, your peers in other organizations, the media, or the public?

BUILDING AND REBUILDING TRUST

 

Activity: Trust Behaviors

 

1. What are some of the specific ways that you demonstrate that you “do what

you say”?

2. What are some of the ways you can show respect for the knowledge, skills,

and abilities of your employees or other stakeholders?

3. What actions can you take to ensure that your interactions with employees

and/or stakeholders are and will remain unguarded?

 

BUILDING AND REBUILDING TRUST

 

Learning Points:

 

1. Doing what you say may be evidenced by such behaviors as:

 Managing expectations

 Establishing boundaries

 Delegating appropriately

 Encouraging mutually serving intentions

 Honoring agreements

 Being consistent

 Meeting expectations

 

2. You can demonstrate respect for other people’s knowledge, skills, and

abilities by such actions as:

 

 Acknowledging their abilities to do their jobs.

 Allowing them to use their talents to accomplish goals.

 Being aware of your control needs and their impact on others.

 Reducing controls; not micromanaging.

 Involving others and seeking their input.

 Helping people learn skills.

 Giving them the resources, authority, and responsibility needed to get their work done right.

 Trusting your own competence to assess each situation with open eyes and determine whom you can trust with what.

 

3. You can demonstrate unguarded interactions by such behaviors as:

 

 Sharing information.

 Telling the truth.

 Admitting mistakes.

 Giving and receiving constructive feedback.

 Allowing for mutual influence; clarifying mutual expectations.

 Maintaining confidentiality.

 Speaking with good purpose.

 

BUILDING AND REBUILDING TRUST

 

Building and nurturing trust in the workplace requires leaders who:

 

 Honestly describe any situation they are in, including discussing any loss of trust that has occurred.

 Respect others and relationships with them during tough times as well as when things are smooth sailing.

 Nurture understanding and empathy with themselves and with others.

 Desire to build and maintain a cooperative organizational culture.