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Continuing on in the review of Stephen Covey’s book “The Speed of Trust” it really struck me that one of the key points about building trust with others is Transparency. This ties to the one of the 4 Core Principles mentioned last week of Intent. Being transparent is a all about sharing your intent about what you are trying to do, why you are doing it, and what the intended outcomes are.
The more clear you are about what you stand for and how you are going about achieving your vision and goals the more people can stand behind you. They will then be able to see that you do what you say you are going to do.
When you are not transparent about your needs or who you are there can be mixed messages, people don’t necessarily know what it is that you want or expect from them, and then they can’t live up to your expectations as they were never set.
Being transparent is really about being authentic and genuine in who you are and sharing that with those around you. I believe this is a key component in building trust for it allows people to see the real you and truly interact with someone who is comfortable in their own skin. People will then respect you more because they know what you stand for and why.
Are you being authentic in your interactions? Where, if at all, are you withholding information? How can you be acting in a way that “What you see is what you get?”
Building trust is a key skill set for any good leader. It is what leads to strong relationships. It is what allows for creativity and innovation. It inspires others to be better than what they already are.
Trust in an organization is a key factor for growth, innovation, and creativity because when people in an organization trust their leaders they feel like they can take risks and know that their leaders will have their back. They feel like they can make mistakes and still have the encouragement of their leaders to try better next time. And they feel like they want to do better for their leaders because they know that they are going to be held accountable and rewarded for good work.
So what does it take for a leader to build trust within their organization?
Invest in building relationships - Relationships are the key to any thriving business whether it is building relationships with clients or building a team around you. It takes truly listening to what makes other people tick, what motivates them, and what inspires them. By truly listening, learning about and beginning to understand other people a leader can build trust with the people the people around them.
Hold Yourself and Others Accountable - Holding yourself accountable to what you say you are going to do and following through on your promises are two key components to building trust with others. It shows your character and integrity and that you value other people’s time and investment with you at your company. It shows them that they can depend on your word and that you are holding them to their word. Accountability is an integral part of building trust.
Look out for your people’s best interest - Encouraging their strengths, having their backs when outside influences could present some risks, knowing how to balance their weaknesses, and truly helping them rise to their potential builds trust. By truly looking out for others and giving to them as part of your team you will receive their dedication and loyalty in ways that you would not otherwise be able to do.
Create Transparency - Being open and honest with your employees and organization about where you are headed, what is currently going on, and any issues that are arising allows the employees to feel part of the process and want to give more to the organization. It is a way for people to feel included, in the know, and understand where the leader is coming from and going.
Are you implementing these strategies to build trust in your organization? Which ones could you begin to implement if you are not already?
Monica Thakrar has over 14 years experience in business focused mainly on strategy, change management, leadership development, training and coaching resulting in successful implementations of large scale transformation programs.