Volume XXII, Number 41 (Issue 1097) | October 7, 2024
Additional Thoughts on Trust
Two weeks ago, (Volume XXII, Number 39) we looked at “Who Do You Trust?” As I have continued to reflect on that topic, it has called to mind a couple of behaviors that are essential to earning and retaining others’ trust as in “why do you trust?” The first of those whys is consistency. It is not easy trusting someone who runs hot and cold from one day or one hour to the next – never knowing what mood they will be in at any given moment. In order for us to trust we need a degree of consistency in someone’s temperament. We also need to be able to depend upon consistency between their word and deed, word and word, and deed and deed. Trustworthy individuals honor their promises. Without those elements of consistency, extending and maintaining trust are difficult at best.
Granted, none of us should feel as if we are locked into a position to the extent we cannot change our mind. New knowledge, technological innovation, changing regulations, new competition, etc., can and should give us pause to reconsider our decisions and the positions we take. However, it is difficult for any of us to rely upon someone who is constantly changing their mind. The label we give to those who find it easy and all too convenient to abandon one view in favor of another based upon what seems to be little more than the prevailing winds is a flip-flopper. Regrettably, we see such calculated behavior on a routine basis among politicians since some of them find it easy as well as advantageous to alter their message based on the audience and nothing more.
Another behavior that helps others to trust us is transparency. I am not suggesting we reveal every tidbit or secret. Rather, we demonstrate transparency when we own our mistakes. It may seem counter-intuitive to suggest we can create and build trust by saying, “I was wrong,” or “I made a mistake.” However, because not one of us is infallible, we are going to make mistakes. Owning those mistakes, pledging not to repeat them, and holding true to that promise makes it possible for us to earn others’ trust. Better still, such personal accountability sets an example others may choose to emulate. Wouldn’t it be nice if we all took more personal accountability? Sometimes we simply need someone to lead the way.
The third behavior I want to examine is the ability to learn, adapt, grow, and change. Our research along with that of others indicates the behavior that most distinguishes those who reach the pinnacle of leadership are better adept than others at being flexible, innovative, and open to change. Those who resist change become easily mired in staying the course – even when the headwinds are intensifying and the old, tried, and true ways lose their effectiveness. Change that occurs based on thoughtful analysis of and in response to the myriad changes taking place in our environment is both prudent and appropriate – especially if we wish to be trusted, not to mention relevant.
Consistency, transparency, and the ability to change and grow. Far from being horsemen of the apocalypse, they are the pillars of trust.
Soli Deo Gloria
“For we walk by faith, not by sight.” 2 Corinthians 5:7
J. Keith Hughey
Mobile: (210)260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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