Successful change projects are built on trust. It’s a vital component in both internal team dynamics and external relationships with clients or suppliers. If you’ve just stepped into a change management role, or if you need to strengthen or gain people’s trust, there are several ways to go about it. Building trust involves leading by example, maintaining transparency, and fostering open communication.

Key Components of Trust

Shared Psychological State

Trust is a shared psychological state within a team, characterized by an acceptance of vulnerability based on expectations of intentions or behaviours of others in the team. It’s a shared understanding that it’s safe for us to make things we care about vulnerable to other people’s actions.

Confidence in Support

Trust implies confidence that the people around you will support you and won’t take advantage of your vulnerability.

Trust is choosing to make something you value vulnerable to another person’s actions.

Whatever you choose to make vulnerable to another’s actions, you do so because you believe that their actions will support it or, at the very least, will not harm it.

Behaviours that indicate trust:

  • Cooperating
  • Collaborating
  • Engaging in conversations
  • Dialog and debate of ideas
  • Listening
  • Communicating freely
  • Delegating
  • Supporting others
  • Sharing information
  • Offering ideas
  • Expecting the best
  • Willingness to examine own actions

Distrust is feeling unsafe to make something you value vulnerable to another person’s actions.

What is important to me is not safe with this person in this situation (or any situation). When we distrust another person we look for ways to protect what we value.

Behaviours of distrust (strategies we use to protect ourselves):

  • Defending
  • Direct attack
  • Resisting
  • Blaming
  • Complaining
  • Failing to delegate
  • Judging
  • Avoiding / ignoring
  • Withholding information and ideas
  • Expecting the worst

The 4 Dynamics of Trust

There are 4 key dynamics that added together encourage a sense of Trust – Care, Sincerity, Reliability and Competence.

Care

You care as much about the other person’s interests as you do about your own. You have their interests in mind when you make decisions and take actions.

When people believe you are only concerned with your self-interest, they may trust your sincerity, reliability, and competence, but they will tend to limit their trust of you to specific situations or transactions.

On the other hand, when people believe you hold their interests in mind, they will extend their trust more to you. You don’t have to convince them every time you need their trust.

When people trust you, they will be more forgiving when things inevitably go wrong. When you occasionally miss a deadline (reliability), say something to one person that contradicts something you said to someone else (sincerity), or make a mistake in your work (competence) others will give you the benefit of the doubt much more readily if they believe you care.

As a leader you will be trusted when, even though you may not be able to act on each individual’s best interests, they believe you are acting in the best interests of the group’s shared enterprise. They see your actions as supporting and sustaining what they value.

If you want people to believe you are concerned about their interests and values, listen to what is important to them and tell them what is important to you.

Sincerity

You say what you mean and mean what you say. You can be believed and taken seriously. It also means when you express an opinion it is valid, useful, and is backed up by sound thinking and evidence.

If you change your mind, as happens from time to time, maintaining others’ trust in your sincerity requires that you let them know you are now committed to something different.

Your sincerity can be questioned if you appear to say one thing to one person and something different to another, or if what you say isn’t consistent over time. The key word here is ‘appear.’

Reliability

You do what you say you’ll do. You meet your commitments and you keep your promises.

When you agree with someone on a commitment, be sure everyone is clear on the specifics of what is required, who will do it and by when.

If you realise you’re not able to fulfill a commitment, you should rescind or renegotiate as soon as possible.

Competence

You have the ability to do what you say you’ll do. And you have the capacity, skill, knowledge and resources for the task and to satisfy the required standards.

Being competent does NOT mean being perfect. Admit what you don’t know, being willing to learn, and to ask for help, clarification, feedback or training when you need it.

Trust Indicators

Want to assess whether or not your team trusts you? How you answer the following questions will give you a good idea:

  • Do your team bring you their challenges early?
  • Do they seek and offer feedback freely and without taking things personally?
  • Would they gladly work for you again?

How to Build Trust

Be a Good Role Model

Demonstrate the values you want to see in your team, and lead by example.

Honesty

Be truthful, even when it’s challenging. Honest communication about oneself and mistakes fosters trust.

Team Player

Speak up for and defend your team when necessary, and ensure they receive credit for accomplishments.

Transparency

Share information openly about decisions, processes, and changes, allowing for a better understanding.

Avoid Micromanagement

Trust people to do their jobs well, avoiding excessive monitoring. Hold people accountable for outcomes, but don’t meddle with methods.

Do Your Homework

For building trust with staff, stay curious about their experience of what’s happening. For clients or suppliers, research and understand their history, needs, and industry trends.

Keep Your Word

Consistently fulfil promises, even for small matters, to establish a reputation for reliability.

Explain Details and Motivations

Clarify your words, actions, and motivations during negotiations to build understanding and trust.

Identify Expectations

Openly discuss expectations with team members, clients, or suppliers to set the foundation for a trusting relationship.

Rebuilding Trust

Open Communication

Acknowledge the breach of trust openly and encourage dialogue about the situation.

Take Responsibility

If trust was broken due to your actions, take responsibility, apologize sincerely, and demonstrate a commitment to rebuilding trust through consistent actions.

Resolve Conflicts

Be prepared to handle conflicts that may arise during discussions about the breach of trust, promoting effective communication. (See Navigating Conflict)

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