The trust equation

Stop thinking about trust; think about the components instead

Last week, I stumbled across an article that talked about building trust in teams. It claimed: “Leaders need to create an environment without conflict”.

What a lie! Here’s the problem with it:

• To get to a more accurate reflection of reality, we need everyone to have a voice. Collaboration is key.
• Where everyone has a voice, people will differ. Disagreement is a strength in a team.
• Where people differ, conflict will arise. That tension, and more importantly, the ability to solve the tension, becomes the superpower.
• The more you solve tension, the more opportunities are created for more people to communicate, which leads to more collaboration.

If truth is the intention, conflict is inevitable.

But conflict without a foundation of trust will have dire consequences.

And hence why trust is important in building high-performing teams and high-value businesses. It’s that simple.

Two sides to the trust coin

“Building trust” has become a somewhat platitudinal and worn-out phrase in our business lexicon. However, its importance is anything but platitudinal.

Leaders need to consider trust from two perspectives.

1. Firstly, make it easy for others to trust you, to give their trust to you. Be trustworthy.
2. Secondly, give trust to others, don’t wait for them to earn it. Be trusting.

Here’s an important observation that I take from the above: Trust is given, not earned. We have to let go of the old adage of “earn my trust”.

But can we just give trust freely? Without reservations? Definitely not.

For instance, I trust my son deeply. Yet, there are certain tasks I wouldn’t entrust him with.

How does that work, that I can say I believe he is trustworthy but still hold back in certain areas? And how does that apply to our businesses?

Unpacking the components of trust will help.

Building trust (worthiness)

I love the trust equation developed by David Maister. It demystifies this complex concept with a few constituent parts.

To build your trustworthiness, work on these four elements.

1.     Credibility

• Credibility is about your skills, competence and capabilities. It’s about what you know. What are your credentials? Do you have a track record to prove your credibility?
• There’s also an emotional component to this. People won’t trust you if they can’t experience your expertise. They have to feel like they are in competent hands.
• Don’t only consider your track record; consider how you need to showcase your credentials (without being arrogant).

2.      Reliability

• This is about aligning your actions with your words. Can you set a goal and make a commitment? Do you follow through and deliver on your promises?
• The emotional component of this is that others have to find us dependable. Reliability builds over time as they witness how you consistently deliver on your word. Over and over again.
• Accountability is key here –be accountable for your promises, and for your actions.

3.      Intimacy

• The first two components are fairly black and white. This one is in the grey, so it’s difficult to measure. It’s built through vulnerability, active listening, empathy, safety, honesty, transparency, and giving and receiving feedback.
• To build intimacy, you need to build relationships. When you are vulnerable, you show your humanity, encouraging others to open up as well.

4.      Self-orientation

• Self-orientation destroys trustworthiness – it’s the denominator in the equation. It occurs when there is a disproportionate focus on yourself and your own interests.
• We fight self-orientation with kindness, caring, showing appreciation, giving credit, recognising others, sacrificing time to grow them, and giving attention (not multitasking!).

Giving trust

The equation relates to becoming trustworthy, which is within your control. But we haven’t considered the other side of the trust coin yet: trusting.

It consists of the same components. But here, it’s helpful to think about the task.

Again, using my son as an example: My trust in my son comes down to the task I entrust him with. I’m not going to entrust him with handling our home’s finances because he doesn’t yet have credibility in that area.

Trust isn’t a blanket rule; it’s dependent on the task, the maturity of the individual and the background of the relationship.

But your trust in others has to be given; extend it before they’ve earned it.

Becoming rounded

Last point: Work on your weaknesses. People are sceptical, and they will look for reasons to not trust. Each component in the equation has a behavioural and an emotional element; identify the weakness and work on that.

Sincerely,

Paul