Trust in the Workplace - How Can I Earn The Trust of Others?

Part two of the Trust Series

Part One https://www.dhirubhai.net/pulse/trust-lisa-combest/

Although it is in human nature to trust, you must never count on it to carry you or your organization through the ups and downs of business, let alone life. It is up to each of us to earn the trust of others and maintain it over time. Just as the word “earn” implies, it takes work. You must be self-aware enough to hold yourself to a trustworthy standard and keep integrity as your goal. While no one is ever perfect and slips will happen, a track record of integrity and trustworthiness will stand a person in good stead in those small, isolated events.

Here are some ways you can earn the trust of others.

1.      Exemplify the behaviors you expect from others. - Mahatma Gandhi said “Be the change that you wish to see I the world.” When it comes to influencing others to trust you, actions will always speak louder than words. If you demonstrate integrity, honesty, and trustworthiness, you will be a person that others can trust.

2.      Put the team and organizations goals ahead of your own. – For some, this is a hard thing to ask of them. Acting in self-interest to the expense of others is even praised and rewarded in some companies, however such an environment is not one which breeds trust and collaboration. Such companies often struggle to hold onto top talent, as they quickly look out for themselves and move on to greener pastures or become burned out in an ultra-competitive and cut throat environment. Those employees leave for their own good. Companies which cultivate a culture of trust retain top talent and enjoy more productivity per employee than those which do not. People are more invested in their work and feel a real relationship with the organization and each other. When you put the team’s goals ahead of your own, you may not realize benefit in the short term however in the long run you will enjoy more success as a team and more recognition as a result of the team’s accomplishments. (Hurley, 2006)

3.      Do not tolerate gossip. – Gossip is a trust killer. Whether a person is the object of gossip or the recipient of it, the person speaking the gossip is degrading the listener’s ability to trust in them. If you will speak out of turn and behind one person’s back, what’s to say you wouldn’t do it to them? Gossip and rumor mills will erode a team’s ability to work together and collaborate. When you hear gossip, let the person relating it know that you don’t want to be a part of it. Let them know in no-uncertain terms, that gossip is not tolerated in your team, group, or organization. Be polite but firm. 

4.      When communicating trust and trustworthiness, use clear language and signals. (Levin, 2017) - Most people will overestimate how much other people perceive their trustworthiness. For that reason, it is important for you, the trustee, to communicate your trustworthiness through always conducting yourself in a trustworthy manner. Keep your communications clear and unambiguous so that that you are certain that you understand your commitments as well as the people to whom you are making them.

5.      Listen to people. – When you give others the time and space to express themselves, you are signaling to them that you value them and their ideas and feelings. People need to be heard and valued in order to be content. When you listen, use active listening skills, verbal, and non-verbal cues to let them know that you are actively engaged. (Levin, 2017)

6.      Create a safe place for others to express themselves. – If a person feels as though they can always speak honestly and be vulnerable, they will trust in the person giving them that space. By nurturing an environment where communications can be candid and clear, you create the anticipation on the part of another that their views and perspectives, their thoughts and feelings are important. By ensuring the safety of the speaker and those around them, you let others know that they are in a space where healthy conflict is allowed and growth is encouraged. When you open a safe space for expression, you must be ready to facilitate the communication within it and act decisively when things move outside the safety zone. Compassion and interpersonal skills will be required. (Levin, 2017) (Dorthe D. Hakonsson, 2016)

7.      Recognize a job well done. (Zak, 2017) – Whether you are a manager or an individual contributor, you can recognize when someone does an exceptional job. When you see excellence, giving public recognition to that person in a timely manner. Make it public. Recognition in private is nice, but praising a person’s excellence in front of others encourages others to work to that standard as well as rewards the recognized person for doing a great job. Public recognition signals that you are a fair player and value the contributions made by other team members.

8.      Be aware of the unspoken language you are “speaking”. – When you are communicating with people, be sure that your body language, your gestures, and your eye contact are aligned with the message you are trying to give them. If you want an open, trusting environment, project that by your own erect posture, making good eye contact, and keeping your arms uncrossed. Use active listening skills such as nodding, leaning forward, and acknowledging when you are with other people. This tells them you are receptive to their message and value their input.

9.      Be welcoming to new people. – When a new person joins your team or organization, be there to say “Welcome!” Be genuine when you do so. Let the new person know that you look forward to building a relationship with them. They will feel valued.

10.  Don’t play favorites. – Everyone tends to gravitate to one person or group more than others. It’s human nature to identify more with one than another, however when working together, people can spot favoritism and it damages trust. This is especially true when you put your favorite ahead of others who have done better work or have more qualifications and experience. Be self-aware enough to ask yourself if you are playing favorites and to answer truthfully.

Hurley, R. F. (2006, September). The Decision to Trust. Retrieved from Harvard Business Review: https://hbr.org/2006/09/the-decision-to-trust

Levin, M. (2017, 10 5). 8 Ways to Build a Culture of Trust. Retrieved from Inc.: https://www.inc.com/marissa-levin/harvard-neuroscience-research-reveals-8-ways-to-build-a-culture-of-trust.html

Dorthe D. Hakonsson, B. O. (2016, 05 12). Hypothesis and Theory Article. Retrieved from Fronteirs in Psychology: https://doi.org/10.3389/fpsyg.2016.00692

Zak, P. J. (2017, January). The Neuroscience of Trust. Retrieved from Harvard Business Review: https://hbr.org/2017/01/the-neuroscience-of-trust