Do you exhibit behaviours to help you build trust?
A hot topic at the moment is around the idea of “trust.”
Trust is defined as: “a firm belief in the reliability, truth, or ability of someone or something.”
In 2024 Edelman Trust Barometer Special Report: Trust at Work revealed a new polarisation in the workplace, marked by a widening gap between associates and executives in optimism about their personal economic future security. This gap is affecting performance, productivity, and mental health. There is a strong connection between trust levels and economic optimism, which is reflected in employee engagement and loyalty to an organisation.
This was confirmed in their global report earlier this year, where fear of discrimination surged across all demographics. Note that this report was compiled before the full effect of the US Administration Executive Orders to cut back on DEI took place. We are seeing the US damage its reputation as a trusted ally in real time, something they built up over 80 years, which is having a serious impact. Tourism to the US is down, hitting the economy to the tune of $20 billion because potential tourists have concerns about their personal safety.
Low trust is high cost
Trust can cost companies, individual and even managers dearly.
Warren Buffett reminds us that “It takes a lifetime to build a reputation and a minute to destroy it”
Trust impacts organisational success in many ways:
- Employee Satisfaction: Employees in high-trust companies report 29% more satisfaction with their lives.
- Trust and Engagement: Trusting employees are 260% more motivated to work and are 50% less likely to look for another job.
- Stress Reduction: Employees in high-trust environments experience 74% less stress.
- Productivity Boost: High-trust environments can lead to a 50% increase in productivity.
The building of trust relies on a number of key behaviours. Here’s a breakdown of what you can do to build trust with the people around you. In a survey from PWC 93% of business executives believe that the capacity to build trust contributes to the bottom line of a business.
Behaviours that build trust
1. Consistency
It all boils down to the timeless basics. You walk your talk. Say what you’ll do and do it when you say you will. This means if you are unable to do that, you should let people know there is a problem and there are no grey areas for misunderstanding
- Reliability: Following through on commitments, time after time.
- Dependability: Acting in a steady, dependable way, so others know what to expect.
A manager who regularly checks in with their team, without micromanaging, and provides consistent feedback builds trust over time. If a team feels as if they are tiptoeing around erratic mood swings and they have no idea how you will react, this will not make them trust you.
2. Honesty
When you are honest, you put collective objectives before personal ones and think of others. You are willing to collaborate and share your knowledge and experience and don’t manipulate people by withholding information, feedback, introductions or access to opportunities.
- Transparency: You have nothing to hide so you are transparent and open. Openly sharing information, including when things go wrong.
- Integrity: Telling the truth, even when it’s uncomfortable or inconvenient.
A colleague who admits to a mistake and helps fix it earns more trust than someone who hides it.
3. Constructive communication
You implement constructive communication techniques including, attentive listening, asking questions before making assumptions. You don’t accuse or escalate an issue and look for a way forward that suits all parties.
- Empathy: Genuinely trying to understand the other person’s perspective.
- Non-judgemental attitude: Allowing people to express themselves without fear of criticism.
A colleague or manager who listens without interrupting, rather than jumping in with advice immediately, sets the scene for trust. If in doubt, ask that person what role they want you to play. “Do you want me to comment or do you just want to vent?” This applies well in personal relationships too.
4. Competence
You are qualified to do the job you have been hired to do. If you have gaps in your knowledge, you are willing to admit that and will delegate or seek advice.
- Demonstrate capability: Showing that you have the skills and knowledge to deliver.
- Continuous improvement: A willingness to learn and grow.
A manager who keeps up with new trends and methodologies and shares or demonstrates these to their team builds trust as a person who stays up to date.
5. Accountability
- Owning mistakes: Admitting when you’re wrong and making amends.
- Taking responsibility: Ensuring things are completed, rather than shifting blame.
A team leader who admits a poor decision and collaborates on a new plan builds credibility.
6. Showing Care and Compassion
- Kindness: Being genuinely supportive and showing concern for others’ well-being.
- Loyalty: Standing by people when they need you.
A boss who supports an employee going through a tough time, without penalising them, fosters deep trust. Kindness is your superpower. It doesn’t have to damage strategic decision-making. You can still make those tough decisions as compassionately as possible.
What do you do to build trust?
Trust isn’t built overnight. It’s an ongoing process that depends on consistent, intentional behaviour.
Which of these behaviours do you think is most important in your situation, or is there one you’re working on developing right now?
Do you need help with any of these areas? Get in touch
