Trust as an Operational Accelerant

In his book, The Speed of Trust, Stephen M. R. Covey talks about trust as one part credibility and one part capability. Credibility is do you do what you say you will do; capability is do you have the skills necessary to do what you say you will do.?Trust is an operational accelerant that at its best enables unparalleled agility, flexibility, and adaptability. ?This concept was highlighted to me as young lieutenant, when I was selected to organize a dignified and gracefully closing ceremony for the 16th Airlift Squadron (16th ALS). ?The 16th ALS was the last squadron to operate the C‐141 Starlifter at Charleston Air Force Base. ?During my first and only meeting with the Wing Commander about this event, he turned to my Squadron Commander and asked if I was the right rank and person for this job. ?An understandable question given the significance this event held for the 437th Air Mobility Wing. ?Calmly my boss stated, without a doubt I was the right person. ?After that I would have moved mountains rather than breach the trust my squadron commander placed in me.?

On the other hand, if a commander does not trust his team, this distrust manifests itself in a variety of ways to include, aggressive behavior, establishing dominance first and foremost, micromanaging issues, appearance over substance, and the fear that subordinates are out to get the commander and make him or her look bad. ?In this environment, subordinates do not share information, raise concerns, or highlight issues for fear of reprisal. ?There is no incentive to take risk, to innovate, or to collectively move the team into a better position since departures from the status quo are likely to be punished. ?While individually the team members may work together at the edges to improve things, the lack of organizational trust creates bottlenecks, stifles innovation, and prevents the team from being agile, flexible, or adaptable.

How is the trust in your team? ?Are you credible? ?Are you capable? ?What are you doing to grow and develop as an individual and as a team??What are you doing to cultivate trust as an operational accelerant?