This article first appeared in the October, 2002 edition of the Jacksonville Business Journal
It seems that leadership and trust are two words that don't fit together anymore. Enron, Worldcom, Tyco, Martha Stewart.on and on. And when trust is lost the fundamental legitimacy of a leader is also lost.
Employees must trust their leaders or they will not follow. And leaders must trust their employees or they will build organizations based on a "big brother is watching" culture that destroys motivation, creativity and productivity.
Trust is not a simple word. There are four different levels of trust: integrity, competence, judgment and performance. Trust at one level does not automatically extend to the next.
Let's look at the four levels of the trust pyramid, see their impact, and how to build mutual trust for success.
Integrity - The Base of the Pyramid
When we say we don't trust someone, we are usually talking about integrity. Integrity is about being honest and truthful. It's about your word being your bond. It's about honoring your commitments.
Leaders and employees who fail to maintain their integrity violate the basic core of their relationships - and may never be able to recover. If trust is ever to be regained offenders must confess their transgressions, express remorse and then re-earn trust through consistent honorable behavior over time. Anything else is a cover-up.
Competence - Believing You Can Do the Job
Do I believe you know what you're doing? Can I rely on your competence to perform the work that needs to be done? This is the second level of trust.
Have you had an experience where you trusted a person's intentions and efforts but not their competence? Didn't it cause you to stay nearby, watch over their shoulder, inspect their work, hover around and generally create a tense and awkward situation?
The other person probably knew something was wrong, but might not have known what was bothering you. When you don't trust another person's competence, you can build that trust through training, coaching, and providing help as needed until you see the level of competence you require.
Judgment - Trusting Your Decisions
Several years ago I was working with my partner in a complex client negotiation. He was the lead consultant. When I suggested that I attend the final negotiating session with him, he turned at me angrily and said: "What's the matter? Don't you trust me?"
The truth was that I did trust his ability, but I also thought he had become emotionally entangled in these negotiations, and might make some very bad decisions because his judgment was not clear.
If I just said "yes" then I would have to let him go alone and hope for the best. If I just said "no" he might think I had a fundamental issue with our relationship, creating a major conflict. By answering more completely - "Yes, I trust your intentions and your ability but I also think that your judgment may not be clear in this specific situation." - I was able to make the distinction about the type of trust that concerned me. He acknowledged the possibility, and we went to the client together.
Performance - Trusting The Job Will Get Done
Suppose you're having some work done at your house. You are working with a craftsman who was recommended. The quality of his work is excellent. His prices are fair. He is a trustworthy person of high integrity.
The problem is.he rarely shows up when he promises and then doesn't have what he needs to get the job done. He is one of the most disorganized men you have ever met. His schedule is in disarray, his time management is impossible, and he often forgets to bring the materials he needs.
In one sense, it's not your problem. You agreed on the price and the extra trips are his problem. But it does matter. You have to chase after him. Your house and life are disrupted.
He'll get the work done...eventually. But in the meantime you do not trust that he will show up. So what do you do? You chase him. Hound him. Send voicemails. And when the job is over it will be beautiful but you'll be reluctant to recommend him to anyone else.
Big Picture - Building The Whole Pyramid
As leaders we must live by a code of high integrity, and we have the right to demand that our employees do the same. But we must also demonstrate and develop competence, judgment and performance. Being clear about our standards, living by them every day, and helping others to be successful creates an organization that is trusted by some very important people...our employees and our customers.
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