Trust is the foundation of all successful professional relationships. A study by ADP found that a worker is 12 times more likely to be fully engaged if he or she trusts the team leader.

Trust means having confidence in someone or something. Think about it, when you trust someone, doesn’t it reflect the confidence you have in them and in their ability to get things done? You most likely believe they have integrity in all they say and do.

Consider a 4-legged chair. If it appears sturdy and comfortable, you sit down without thinking and you expect it to hold you. That’s trust, you have no hesitation. But should the chair look wobbly you may not even sit. In the same way, if you trust a person and you’re comfortable —conversation and collaboration take place easily.

When trust increases:

  • People naturally feel safe, opening the way to increased engagement and productivity.
  • It leads to growth in the capacity of the team or organization as a whole.

Without trust:

  • People hesitate to relax and speak freely or they have a difficult time working with one another.
  • Decisions aren’t made quickly or effectively. It breeds suspicion.
  • Team members question intentions. They might even think you have a personal agenda.

Think about high trust relationships you have had that are life-giving … and low trust relationships that were not satisfying, fulfilling or productive.

I recall times in my career where trust was high among my team and with colleagues. We all felt energized and motivated to produce results. We worked together like a well-oiled machine, each doing our part in the larger project.

I also remember when the trust wasn’t present with a colleague. If I think about it long enough, I can still feel the heaviness of the relationship. The work wasn’t enjoyable, everything — strategic planning and execution of projects took longer. Creativity and innovation were low. Like avoiding the wobbly chair, we avoided each other as much as possible.

Build Trust

Here are 3 ways you can build trust to encourage better results for your team and your organization.

Empathy

First, show your employees, colleagues or suppliers that you understand their issues or pain points.

Don’t assume you know their thoughts and feelings, instead talk to your people individually. Ask them where they might be struggling —what process or procedure is a point of tension and ask them why.

When you begin to show empathy toward others:

  • Defensiveness goes down; energy and connection go up.
  • Employees or colleagues are much more receptive to you. They’ll be open to learning how you can help solve their issue.
  • People will be engaged and help implement any new changes you may want to make.

Personal connection is key. Sometimes there’s a tendency to think of the task or result you’re after before you even think about the person involved. People sense when they’re not important to you, when you see them just as a way to get the task accomplished.

Get to know your people and let them get to know you —people want to know their leader and have a connection.

Who in your organization do you need to connect with this week?

Transparency

Second, be transparent and authentic in your relationships.

Building trust isn’t only about what you say or do. It’s also about how you listen and respond in your day-to-day interactions. Do you admit your mistakes or acknowledge areas where you struggle?

Many leaders avoid taking responsibility for their mistakes. They worry that if they apologize, it will make them look weak or that they’ll lose credibility when, on the contrary, it builds trust.

It’s no secret when you make a mistake or hurt someone with your actions or words. Your team and colleagues see it or hear it. They know, and they’re watching you to see how you’ll respond. They’re actually thinking ‘will my leader be strong and vulnerable enough to admit this mistake?’

It’s critically important to own your mistake, without shifting blame to someone or something else. Then, sincerely apologize for the mistake before moving on. To take it up a level, give your team permission to hold you accountable if you do it again.

Transparency also means communicating openly and sharing information.

  • Holding important information is what starts rumors with inaccurate information. It devalues the very people you say you value.
  • If you have information about the plans or future of your department and organization, share as much as you’re able.

It shows you trust your team and they, in turn, will show greater faith in you. It’s a 2-way street.

As an organizational leader with strategic change communications responsibility, I often shared critical information with people in companies that were acquired. Trust hadn’t been fully built as changes began to be rolled out. Therefore, we set the foundation by speaking the truth and speaking it often both face to face and electronically. If you hold information too tightly, suspicion takes over and productivity spirals down.

How can you show more transparency in your organization or relationships?

Trust Starts with You

Third, where trust is low, extend trust first. Show it to others through your attitudes, words and actions. Be intentional and consistent with your actions and words so that others can see and hear.

Trust will grow but it’s a choice and it starts with you, the leader.

Taking it forward

I’ll leave you with a quote from Doug Conant, former CEO of Campbell Soup. “The first thing for any leader is to inspire trust.”

How will you inspire trust this week?