Page 16 - Network Magazine Spring 2019
P. 16

             The 4Cs of Building Trust
JAMIE FLINCHBAUGH, FOUNDER, JFLINCH
Trust is a fun word for organizations to throw around. They use it as part of brand- ing with customers. They build employee cultures around it. They attribute it to the ability for someone to lead. Trust is a vital ingredient for sustainable success. But where does it come from?
 1. Trust must be built. Sometimes you'll hear phrases "I have asked for their trust" or "I've decided to trust him for now." This can imply that trust is a decision or choice. But these phrases are almost always a one-time offer after trust has already been breached and are also limited in their scope.
Trust can be lost through an action or decision but must be built up over time across a series of actions. If you already have an established culture of trust, that will cer- tainly reduce the friction of making your strategy work. Do not ask for people's trust; instead, take deliberate actions to build it. The next four items cover care, communication, competence, and consistency as ingredients for trust.
2. Demonstration of care. If people do not believe that you care about them, their outcomes, or their cir- cumstances, it is very difficult to build trust. This is usu- ally considered from an ethical perspective, meaning that people’s ethics dictate that individuals and organizations should care about one another. But care does not just have to ethical, as long as it is genuine, it can be functional or operational as well.
Let’s start with a definition of the duty of care, a legal term used to describe situations where people must, legally speaking, care. This essentially means that you have taken care in situations that could do harm to others. You may think that “taking care” and “caring” are fundamentally different, but to the recipient, the experience is identi- cal. The point is, whether your motivation is ethical or functional, the perspective of care will give people certain experiences, and those experiences will lead to impres- sions, and those impressions will build trust. Said another way, your actions speak louder than your intentions.
3. Communication provides context. People will draw conclusions based on their experiences whether you want them to or not. The question is, do they have all the information needed to draw an accurate conclusion. If you do not communicate effectively and thoroughly, those information gaps will be filled in with rumor, doubt, and fear.
Part of building trust through communication includes feedback behind bad news. Whether it is an evaluation or a rejection of an idea, people need to hear the “why”
14 NETWORK MAGAZINETM
MyNetworkMag.com
 























































































   14   15   16   17   18