Trust (I)

WE are relational beings and one essential ingredient to effective relationships is trust. Trust is an indispensable ingredient to any relationship that will work. When the trust quotient in a relationship is low that relationship will be deficient and not productive as it ought to be. A relationship devoid of trust results in tension, mistrust, skepticism, doubt and a toxic environment.

“Trust is not just a nice-to-have, but an absolute necessity. It serves as the glue that holds relationships, families, organizations, and societies together. When trust is present, it creates a positive environment where people feel safe to take risks, share ideas, and be authentic. This fosters innovation, collaboration, and growth, making trust a powerful multiplier that accelerates processes, reduces costs, and increases efficiency.” Ed Dame

Cambridge dictionary defines trust as “believing “that someone is good and honest and will not harm you, or that something is safe and reliable.” Trust is putting yourself on the line and still feel safe in the process.

Trust is especially critical in leadership. It is a two-sided coin every effective leadership spends—the followers trust the leader and the leader trusts the followers. Without a very high level of trust, the leader cannot maximize his leadership potential. Trust always enhances leadership influence.

Trust is the bedrock of any relationship, an inward thing with an outward manifestation. Without trust in a team, there is bound to be disintegration, disenchantment and destruction. There will be breakaways, rebellion, strife and all forms of negative emotions and traits. A leader must, therefore, ensure that trust flows unhindered from him to his followers and vice versa. When this is present, mobilizing people will be extremely easy.

“Trust is more than just about competence and reliability; it also encompasses character, integrity, honesty, and doing what is right, even when no one is watching. It builds bridges, heals wounds, and creates lasting connections within communities. Often, organizational performance issues can be traced back to underlying trust issues.

To foster trust intentionally, there are three key steps to consider:

Declare Your Intent: Communicate what you want to do and why you’re doing it. Be transparent and upfront with your intentions.

Signal Your Behavior: Let others know what actions you will take. This demonstrates reliability and consistency.

Deliver on Your Word: Follow through with what you said you would do. This builds credibility and reinforces trust.

Trust is not built overnight; it requires vulnerability, empathy, and a willingness to extend trust first. When we trust, we open doors to new possibilities and unlock the potential within ourselves and others. Trust is the foundation of meaningful relationships and endeavors, and it serves as the currency of leadership in creating a better world.

Remember that trust is the key to creating high-performing teams, thriving organizations, and harmonious communities. Trust has the power to transform individuals and societies alike.” Ed Dame

Evidence of Lack of/Inadequate trust: Reluctance in carrying out orders, instructions and directives of the leader. Trust creates eagerness and its absence creates reluctance, followers doing just the barest minimum, finding reasons to be excused from the team, gossip, backbiting, lack of cooperation, disinterest, complacency, disobedience/stubbornness/rebellion, and disdain.

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