❓ You may think that being trustworthy is entirely up to you. You certainly have your own perception of the trust placed in you by your teams, your colleagues, your boss or your customers.
👉 I invite you to do a little checking for yourself: for each of your key contacts, rate from 0 to 10 the level of confidence you think they have in you. Then consider that most self-assessments are the result of a widely observed positive self-bias!
✴️ Reality may differ from your own perception. You need concrete, precise indicators of how much others really trust you, and why.
✴️ The why is very important indeed. When we interview team members, we sometimes find that their perceptions are very different from those of their managers. For example, some may consider behaviors or attitudes of which their leaders are unaware, or which they do not consider harmful, or for which they had very good reasons, to be the cause of a breach of trust. Other people's perceptions depend on their situations and challenges, their criteria for evaluating situations, and their value systems.
✴️ This is especially true during times of change, when some people may feel insecure and become more reactive to a "small" event.
✴️ Trust cannot be decreed. But it is possible to act to create the most conducive context for trust. This requires authenticity, attention to others, long-term consistency, and a clear understanding of how to activate the constituent dimensions of trust.
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