What a Leader needs to understand on Trust
What a Leader needs to understand on Trust
Let us first take a good look at what trust is and how trust is created. In business, trust is an engagement between people who choose to work with each other. In this context, it is a conscious decision linked with the awareness that this might end with a disappointment; although, the latter possibility is mostly ignored. People actually do not speak about trust, until they have lost it.
Consciousness plays only a small part in creating trust; emotions and the sub-consciousness play a more vital part. We observe another person and his or her behaviour. How the person is dressed, the sound of the voice, the expressions of the face (mostly the eyes), which opinions a person holds -and based on that we develop an idea how this person “is”. In general, we overlook how fast we are in making this judgement. Prejudices, generalisations, our own experiences as well as expectations strongly influence this process. So, why someone else trusts or mistrusts us is mostly difficult for us to detect.
If you are honest with yourself and reflect for a few moments, you will discover that you have trusted people in the past for many reasons. Some relate to the person you trusted, even more relate to your own wishes and needs. Was a person someone you needed to achieve your own goals? Were there motives you did not openly express? I discovered that people who tell you that they cannot trust another person any more are secretly also embarrassed or even ashamed about their own contribution to this disappointment; be it that they started of with a wrong judgement or that they would like to hide wrong-doing on own their part. But making others or ourselves small does not help anybody. Our business world is complex and paradox. “Black and white scenarios” rarely exist. Our world is more “as well as”.
If you want to be trusted, you have to give trust away first. People who tell you that they do not trust (an)other person(s) are rarely trusted themselves. You are not only responsible for what you do but also for what you omit. Trust is neither result nor precondition: it is both! Thus, if you mistrust people, you will hardly meet a trustworthy person.
To break this vicious circle of distrust we need the “ethic of the second chance”. We have to realise that we overestimate our own trustworthiness and underestimate the trustworthiness of others. Conflicts of opinion, hidden agendas and disappointed expectations get mixed up with not having walked one’s talk and cultural differences. This is the real reason behind lack of trust and fortunately can be restored. So, please give those you have lost your trust a second chance. Most of them will be worth it and so are you!
What a Leader needs to understand on Trust - To learn more about this author, visit Dr. Martina Violetta Jung's Website.
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Where has the trust gone? How can we get it back?
Let us first take a good look at what trust is and how trust is created. In business, trust is an engagement between people who choose to work with each other. In this context, it is a conscious decision linked with the awareness that this might end with a disappointment; although, the latter possibility is mostly ignored. People actually do not speak about trust, until they have lost it.
Consciousness plays only a small part in creating trust; emotions and the sub-consciousness play a more vital part. We observe another person and his or her behaviour. How the person is dressed, the sound of the voice, the expressions of the face (mostly the eyes), which opinions a person holds -and based on that we develop an idea how this person “is”. In general, we overlook how fast we are in making this judgement. Prejudices, generalisations, our own experiences as well as expectations strongly influence this process. So, why someone else trusts or mistrusts us is mostly difficult for us to detect.
If you are honest with yourself and reflect for a few moments, you will discover that you have trusted people in the past for many reasons. Some relate to the person you trusted, even more relate to your own wishes and needs. Was a person someone you needed to achieve your own goals? Were there motives you did not openly express? I discovered that people who tell you that they cannot trust another person any more are secretly also embarrassed or even ashamed about their own contribution to this disappointment; be it that they started of with a wrong judgement or that they would like to hide wrong-doing on own their part. But making others or ourselves small does not help anybody. Our business world is complex and paradox. “Black and white scenarios” rarely exist. Our world is more “as well as”.
If you want to be trusted, you have to give trust away first. People who tell you that they do not trust (an)other person(s) are rarely trusted themselves. You are not only responsible for what you do but also for what you omit. Trust is neither result nor precondition: it is both! Thus, if you mistrust people, you will hardly meet a trustworthy person.
To break this vicious circle of distrust we need the “ethic of the second chance”. We have to realise that we overestimate our own trustworthiness and underestimate the trustworthiness of others. Conflicts of opinion, hidden agendas and disappointed expectations get mixed up with not having walked one’s talk and cultural differences. This is the real reason behind lack of trust and fortunately can be restored. So, please give those you have lost your trust a second chance. Most of them will be worth it and so are you!
What a Leader needs to understand on Trust - To learn more about this author, visit Dr. Martina Violetta Jung's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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