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Building Trust

When someone in a position of authority introduces themselves and says to "trust them," how can the people they are leading just do that? And frankly, when a person is talking to me and says, "To be honest with you...," it makes me wonder if everything else they said was dishonest. I've heard it said that things like trust or a person's reputation are like a bridge, they can take years to build but seconds to collapse. We all want people to trust us, but we have to build that first.

Trust is built by repeatedly showing yourself to be of sound character and being competent. Sometimes our initial impressions of both are high, but then over time one or both collapse. And sometimes the opposite is true. Often my first interpretation of an introvert is that they are rude or standoffish. But once I get to know them, I realize how wrong I was and how high their character is. Sometimes a person's resume can make you believe they are competent, but over time in the new role they show they are not quite as solid as we originally thought.

I had a new superintendent come into one of my districts, and he was large in every possible way. Well over 6 feet tall, over 300 pounds, and bursting with personality. He had an incredibly strong resume, and drew you in with his presence. He also knew himself well, and in his opening day introductory speech said, "Most people when they first meet me call me 'Sweet Old Bob.' But then after they get to know me they call me S.O.B." He wasn't wrong, and while people originally thought was was going to be great, overtime he turned out to be very accurate in his prediction.

Building trust in your character stems from repeatedly showing up, following through on your word, clearly communicating your intentions based on the purpose and priorities that are set, and acting in the best interest of the organization time and time again. And when the best interest of the organization may not be in the best interest of certain individuals, you initiate upfront and honest conversations about why those decisions are being made.

Building trust in your competence can begin with having solid credentials to start out with, but then your ongoing results are what matter. Are you consistent in your decision making, so those around you can act with confidence that the decision they are making is one you can support? Do your actions and decisions lead to growth or positive change, and if they don't are you open about it and seek guidance from those around you? Do you celebrate the progress of the organization, but remain humble? Those actions will show your competency, and help get people to believe in you.

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