News

Trust is a necessary foundation for effective leadership, and essential to any kind of influence. The good news is that it’s more tangible than we typically realise and can be systematically developed.

Trust is like a three-legged stool made up of credibility, reliability and intent.

Credibility: When we are trying to figure out whether someone is credible or not, the primary question we ask ourselves is ‘do I believe you can do what you say you can?’ It’s why we have resumes when we apply for a new job, or testimonials for the services we provide, or a biography on our social media profiles. Credibility is a ticket to the trust game.

Reliability: When we are trying to figure out whether someone is reliable or not, the primary question we ask ourselves is ‘when I experience you, do you actually do what you say you will?’ The issue of reliability is particularly acute in the early stages of a new relationship. In small and big ways, we are looking to see whether others just talk a good game, or whether they actually walk the talk.

Intent: When we are trying to figure out someone’s intentions, there are several questions we often ask ourselves, including ‘What is your real motivation here?’ ‘What do you stand to gain?’ ‘How much of the real you am I seeing right now, and how much is a performance?’ In order to truly have trust with others, we must be clear and comfortable with their motives. Intent, or perceived motive, is the most nuanced and critical leg of the trust stool. Without it, the level of trust we have or share with others is transactional.

INSPIRATION FROM OTHERS

“The best way to find out if you can trust somebody is to trust them.” – Ernest Hemingway

“Trust is a currency; you can’t afford not to invest in it.” – Juliana Vergara

QUESTIONS TO REFLECT ON

• How credible are you in the eyes of your stakeholders?
• How reliable are you in the eyes of your stakeholders?
• How much do your stakeholders trust your intent?

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