“…a willingness to act on the basis of, the words, actions, and decisions of another” (Lewicki & Wiethoff, 2000, p. 87). The writing and research I do focuses on trust, being able to believe and act on other’s words, actions, and decisions. This week, I was in a meeting with a client and reminded with a 2x4 why my writing and research is so crucial. Trust is everything to the success of an organization. The ability to trust our leaders and colleagues is crucial. The relationships we build are a key component of the job of being a leader. Oh, how we have forgotten this, as leaders and as teammates.
We can use our words to grow trust. We rely on leaders to “do what you say you will do,” right? When they don’t, we we are left to wonder, “What is up with this?” We start to question our leaders and colleagues. When we agree to action items, in effect, we are entering into a contract with someone. It could be a project, a report, organizing a committee, meetings, etc. We commit to these action items, and others put their trust in us to get them done on time and well.
Our workplaces are dynamic and changing at a faster rate than ever. It means we need to be flexible and patient with each other. It means we need to think more critically about our decisions and promises and how they affect everyone, not just our immediate circle of influence. Dynamic and changing means the pieces on the chessboard are going to move and sometimes move quickly. It means our trust in other’s words requires a bit of patience, empathy, and compassion.
In our personal relationships, we seem to have more patience, empathy, and compassion with each other. We are kinder with breaches of trust. We are more aware of the other person’s journey and realize that not all breaches of trust are intentional. Why don’t we do that in the workplace? The client I mentioned above works in a place where patience, empathy, and compassion have become non-existent. The “Do more with less” mantra runs the show, but this mantra has run its course (as it does in many organizations). The leaders of this organization aren’t communicating well, and when they do, it is partial truths and hurtful words (we need to have a conversation about how we speak our words another time, so important). The leaders are also not following through with commitments and promises. This organization is being led by the ultimate “I don’t have time for this shit” leader. There is almost no trust left…and it is showing in every part of the scorecard.
I believe it is important to keep our word. It is important to make sure the commitments we take on are done on time and done well. In keeping our word, we grow trust and build stronger relationships with others. I also believe it is very important in this dynamic and changing world we also maintain patience, empathy, and compassion for others as the pieces of the chessboard move. I continue to assess, monitor, and heavily reflect on the commitments I have taken on as a leader and colleague. I want to always grow and strengthen my trust with others. The people-pleaser in me is realizing she can’t do everything, or she can’t keep her word. I also hope I will always maintain a level of patience, empathy, and compassion for myself and others as the pieces of the chessboard move.
I have said this before, leaders lead humans. Leadership is about relationships. Relationships are about trust. If I am going to earn your trust, it is important that you believe and can act on my words.
I’d love to hear your thoughts on this. What do you think about your own words and trust? How do you think words grow trust?
Lewicki, R.J. & Wiethoff, C. (2000). Trust, Trust Development, and Trust Repair. In. M. Deutsch & P.T. Coleman (Eds.), The handbook of conflict resolution: Theory and practice (p. 86-107). San Francisco, CA: Jossey-Bass.
Reina, D. & Reina, M. (2006). Trust and betrayal in the workplace: Building effective relationships in your organization. (2nd Ed.). San Francisco, CA: Berrett-Koehler Publishers, Inc.