Leaders often ask me: How can we build trust on this team? I don’t think that’s the right question. Both inside and outside of work, trust is the basis of all relationships. And that trust has to be earned. So, I prefer to ask: How do we become more trustworthy team members?
In reviewing the research on trustworthiness, I have identified what I call “The Big Ten”. These are ten determinants of whether you are seen by others as trustworthy. To assess your trustworthiness, ask yourself the following questions.
Clarity: To what extent do I clearly and consistently communicate my expectations of others (vs. being unclear about or frequently changing expectations)?
Transparency: To what extent do I share relevant information with others (vs. withhold information or have a hidden agenda)?
Honesty: To what extent do I tell the truth (vs. not telling the truth or telling different stories to different people)?
Dependability: To what extent do I keep commitments and act consistently with my word (vs. not following through on commitments or saying one thing and doing another)?
Respect: To what extent do I treat others with tolerance and dignity, especially when I don’t agree with or understand their motivations (vs. treating others in ways that feel hostile, patronizing or degrading).
Extension of Trust: To what extent do I convey trust in other people’s abilities, judgment, and motives (vs. second-guessing, micro-managing, etc.)?
Fairness: To what extent do I use my power in a way that feels measured, equitable, and just (vs. using power in ways that evoke fear, resentment, or resignation in others)?
Safety: To what extent do others feel safe confiding in me with regard to their perspectives and feelings (vs. worried I might judge, repeat or misuse this information)?
Self-orientation: To what extent do others believe I will make decisions that take into account their and the organization’s interests (vs. focusing on my own interests or goals)?
Values Alignment: To what extent do I walk the talk of my values (vs. taking action and making decisions that are not consistent with values I and/or the organization espouse)?
As you consider these ten drivers of trustworthiness, which matter most on your team?
Also demonstrating that you will act on others’ behalf, not just your own, boosts trust and interest in supporting you. Also, early on conversation, seek sweet spot of mutual interest to cite so you are both motivated to get to know each other further. sometimes that enables you to attract diverse allies so that, collectively, you can see more sides of a situation (problem or opportunity) and, together, make smarter decisions faster. Each time you do that you all grow closer and adopt a mutuality mindset. Also getting specific sooner reduces chance of being misunderstood and boosts credibility and memorability – all trust-boosting traits
Thanks Kare — these are great additions to the list of what promotes trustworthiness. I especially appreciate the observation that leaders must demonstrate that they care about and want to support the interests of their team members.
Agreed that supporting the interests of others is part of deep trust. Understanding and eliciting the interests of others takes standing in their shoes and feeling their values and seeing their perspective. Not easy to do individually, let alone on a team. Building trust and sharing a common vision is the number one determinant of our ability to organize across the human species. The book Sapiens and Homo Deus cover this well across the history of our species.
Thanks Larry!
Thanks Greg. I love the language you use to describe what matters in building trust on teams. I second your shout-out on the book, Sapiens! Amazing read. — Larry
I am stealing this (with attribution) to use in my board book and board training on Committee performance. THank you!
GReg
Greg, I’m honored that you’ll be using it and look forward to hearing how it impacts the board’s culture. We can all do better at this. And thanks for the attribution! — Larry