Leaders can earn the trust of their employees by focusing on the trifecta of trust: expertise, consistency and fostering strong relationships
Building trust requires expertise, consistency and fostering strong relationships, according to consultant Joseph Folkman. And he has the data to prove it.
This includes your understanding of the technical aspects of the work as well as your depth of experience. It’s demonstrated foremost by good judgment when making decisions. “With expertise, others trust your ideas and seek them out,” Mr. Folkman wroteThis is about walking the talk and doing what you say you will do. You need to set a good example and be a good model for colleagues. It also can mean going above and beyond what needs to be done.
Your trust can also improve. A group of leaders whose 360-degree assessments were alarmingly low moved up to middling by focusing on the issue. And another group rated at the 43 percentile level moved up to the 70 percentile level with dedicated work. The first echoes the finding on individual trust: Is your company competent? Does it have the ability to innovate, produce and deliver products and services as well as to navigate external circumstances deftly? They stress that trust must be built from the inside out: You must be competent internally to have an impact externally.
The last and they feel arguably most important element of earning trust is the impact of your organization’s actions. What are the concrete, observable impacts your company has on individuals, communities and countries where it operates? Also, does the company take responsibility for those impacts, both those that were intended and those that weren’t?
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