Trust matters, whether you seek to strengthen relationships with patients, collaborate effectively with colleagues, or influence customer decisions. When trust is high, there is greater openness to information, confidence to take reasonable risks, and increased potential for innovation and continuous improvement. When trust is low, people are less likely to share their ideas or collaborate effectively. Often, key information is ignored because of a lack of trust. Dismissing someone’s input is often a simple but telling example of the consequences of low trust. However, research has shown repeatedly that, when work relationships have a strong foundation of trust, organizations tend to perform better over time.
Knowing the five key elements of trust can help you diagnose and resolve issues that emerge in daily work. They are:
- Dependability
- Credibility
- Care
- Respect
- Intention
While you may have a ‘gut’ sense of what impacts trust in your relation ships with colleagues, patients, and customers, considering each of these elements can help you dig deeper and assess what is affecting outcomes. Further, understanding the levers and how your actions impact each one will assist you in building stronger connections and greater trust.
- Dependability is demonstrated by impeccable follow-through. Even the smallest commitment matters. Let’s say a colleague tells you they will provide information before the end of the day. Then they head home without taking action. You may be disappointed in them, but even if you don’t consciously register it, their lack of action will begin to erode your view of how dependable they are. Demonstrated commitment to responsibilities – and follow through on promises-increases perceptions of dependability.
- Credibility represents confidence that the person has the expertise necessary to do their job. Often credibility is based on past successes and credentials, but a sterling resumé alone is not sufficient. One impressive C-level leader I worked with often talked about the importance of leaders being upbeat. When his organization began to experience production difficulties, he took on the role of cheerleader. Unfortunately, he lost credibility with front-line workers who were dealing with significant issues on a daily basis. They didn’t need a pep talk. They were looking for leadership to acknowledge the problems and provide a way forward. Leaders who are seen as credible have the know-how to do the job. They also don’t shy away from the real issues.
- Care involves taking time to get to know one another. This requires the ability to demonstrate genuine interest in and empathy for others. What are their biggest challenges? How can you best support them? Kindness and curiosity strengthen relationships. Sometimes leaders feel they need to demonstrate that they are the smartest person in the room or should come across as ‘all business’ so that they are well-regarded. However, the ability to thoughtfully engage allows you to strengthen connections and build trust. Think of leaders you know and look up to who listen to your suggestions and show, through their interest and attention, that they care about your ideas and, ultimately, your success. Emulate such individuals. They are the embodiment of care.
- Respect in this case is not something others earn, but rather something you express to them. How do you treat others? If they come from a different culture, what does respect look like to them? Curiosity and openness to understanding their perspective can be helpful. Even if you don’t particularly like someone, you can stills how respect for them as a human being. In fact, trust is not about likeability. By acknowledging colleagues, customers, and patients as people, you honor the work relationship.
- Intention reflects why you do or say the things you do. It represents the personal goals you bring to interactions and the perceived motives that others attribute to you. In many respects, intention may be the lever with the greatest potential impact on trust, either positive or negative. Perception is critical to this element, because it is the intention that others attribute to your actions that drives this element of trust. Clarity of communication can play a crucial role in helping others understand why you do or say the things you do. In the absence of understanding, they will draw conclusions. Maybe you’re a quiet person who doesn’t feel the need to explain your actions. Are your motives clear? If people have to guess why you behave in a certain way or what is behind the questions you ask—and they don’t know you well—they may assume poor intent. Your results will likely suffer. Others’ perceptions, not your good intentions, have the greatest influence on this factor. While you can’t control the perception someone has of you, you can control how you show up and interact with them. Keep in mind that the more your actions suggest you are “all about me,” the less trust there will be.
None of the five components of trust stands alone. They are interwoven with one another. When your motives are not clear, others’ assumptions about your intentions can overshadow the other elements. This reduces overall trust and can negatively impact the results you hope to achieve regardless of the strength of dependability, credibility, care, and respect. Genuine curiosity about others and alignment between your words and actions will help to clarify your intentions as you build trust through demonstrated dependability, credibility, care, and respect in interactions with colleagues, patients, and customers.
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Phyllis H. Sarkaria is founder and CEO of The Sarkaria Group, a leadership coaching and management consulting firm that helps successful leaders and teams make sustained improvement in their effectiveness. These insights were adapted from her recent book, Courageous Clarity: Navigating the Way Forward on Your Leadership Journey.
