Is your workplace disproportionately dominated by untrustworthy characters? It seems unlikely…
Then why does the evidence suggest that most people do not trust their colleagues as much we should?
We find that poor communication habits are often at play. In this article, we look at some of the common ways that trust is undermined at work – and the strategies that can help you counteract them.
Common habits that undermine trust
If we consider these factors within the working environment, what are the most common blindspots?
We are often so convinced of our own trustworthiness that we would never even question whether we are doing enough to earn the trust of others. We tell ourselves that as long as we stay away from ‘bad behaviours’, like lying or stealing, surely our colleagues have no reason not to trust us?
In actual fact, the ‘innocent until proven guilty’ philosophy is best left to detective shows!
Trust requires affirmative action.
Often it is the combination of complacency and lazy communication habits that will eat away at the trust within your work relationships before you’ve even realised there is an issue.
Here are some common trust breakers to be aware of, so you can halt these behaviours in their tracks and start to develop lasting trust with your colleagues.
1. Over committing
This bad habit is very prevalent in the workplace and ironically, it tends to come from a place of good intentions.
However, over committing can be extremely damaging, as good communication relies on others believing what you say.
In short, if you have given your colleagues reason to doubt your ability to follow through on your commitments, your word will hold little value, which in turn puts a strain on your relationship and impacts on trust.
Measure your ‘say-do’ gap
- Make a note of the relationships that are important to being successful in your role – this includes clients, your boss, your peers, your direct reports
- As best as you can, note down the verbal and written commitments you’ve made to each person or group
- Next to each past commitment, measure whether you met it or not, including the target vs actual dates where relevant – the distance between these is the gap between your words and actions
- And will you deliver on the promises you’ve already made for the future? Measure your confidence levels on a scale of 1-10
We often have a pattern to our over committing habits. When you start to keep track of your ‘say-do’ gap it can help you to build a picture of your own track record and identify where you might have particular triggers.
For example, is there someone who has unrealistic expectations you just can’t say no to? Do you find it all to easy to talk about your vision but struggle to find any time to step closer to it? Are there certain people that you procrastinate delivering for?
2. Being vague
However, in the professional environment this is a common default reaction when faced with topics that make us feel uncomfortable.
You may subconsciously be trying to protect yourself from discomfort (for example if you feel unequipped to discuss the topic) or to protect others from discomfort (for example if you are delivering news that could be badly received); however this behaviour can often be interpreted as wilfully trying to hide something from view.
Speaking in a respectful, but straightforward manner is crucial.
If you are looking for an example of what good looks like, Airbnb founder Brian Chesky’s recent letter to employees demonstrates how moments of vulnerability that we may want to shy away from are in fact golden opportunities to step up as a leader and build trust when it matters most.
3. Not making the effort
Taking a genuine interest in others is one of the best ways to show that you care. If your interactions with your team only extend to how they are supporting your priorities, you may be building a reputation as a leader who only looks out for their own interests. This can cause problems in instances where you need to call on the trust of others, such as when garnering support for disruptive change.
Proactively seek out opportunities to demonstrate you have others’ best interests at heart, through small favours and thoughtful gestures.
You could consider each of these actions as a direct investment into the strength of the relationship. The more of a track record you have of these, the better placed you will be to weather any storms that may come your way, together.
Invest in their emotional bank account
We’ve created a resource with some suggestions to invest in someone’s ’emotional bank account’ – download for FREE here.Actions speak louder than words. Think about what chances you have this week to prove that you are a person of your word and use this behaviours to develop trust with your colleagues.
If any of this has been of interest and you would like further information on how this can be used for your own development, or that of your colleagues, don’t hesitate to get in touch with us.
