inconsistent behavior. If we incorrectly predict behavior and are disappointed or taken advantage
of in some way, often we can understand the violation, accept it, forgive the person, and move on
with the relationship. (p. 226)
- Integrity – being honest, truthful, and sincere
- Competence - having technical and interpersonal knowledge, ability, and skill
- Consistency - using the same behavior in similar situations
- Loyalty - looking out for the interests of others.
- Openness - accepting new ideas and change.
Figure – 1: Five Dimensions of Trust
- Be conscientious! Do the job to the best of your ability.
- Know your strengths and limitations. Volunteer to help others when you can, and seek assistance when you need it. Don’t commit to doing something that you cannot deliver on.
- Admit your mistakes and apologize. Others will think, “I can trust you”
- Keep your commitments. To trust you, people must believe that you are dependable. Promises made must be promises kept. You’re only as good as your word and commitments, so if you say you will do something, follow through.
- Practice what you preach. Walk the talk, because actions speak louder than words. People who say one thing and do another lack credibility.
- Maintain confidences. When someone tells you something in confidence, that person is being vulnerable in trusting you, so don’t tell others. One time could be your last.
- Don’t gossip negatively about individuals. If people hear you gossip about others, they may assume you do the same behind their backs. Follow this rule. If you don’t have anything nice to say, don’t say anything.
working through trust betrayal as an essential function of leadership. The three elements described
in the [Reina] model help simplify the complexity of trust, and include: Transactional trust . . .
[which is] reciprocal in nature . . . and created incrementally. [Transactional trust is the same as
task-based trust discussed previously.] There are three factors of transactional trust: contractual,
[which] involves mutual understanding between people; communication, in an environment with
strong communication trust, people feel safe to ask questions, honestly speak their minds,
challenge assumptions, raise issues, give and receive feedback, or acknowledge that they do not
understand and ask for help; and competence trust, [which] influences the ability to perform job
responsibilities. (Nemiro, et al., 2008, pp. 157-159)
. . Imagine a company with people who trust each other, rely on one another, communicate freely,
and exemplify teamwork. That company has an employee relations competitive advantage over
another company without those traits . . . You may have the best equipment, a top facility, or new
technology, but it takes people to make these assets work . . . developing excellent employee
relations will pay dividends through competitive advantage” (2010). It has been my experience
that trust is a two-sided venture – one must give trust as well as develop trust, and giving trust also
contributes to the development of trust. “Let yourself open up and trust that others will open up to
you. (Carpenter, 2010)
Leading From a Distance. Jossey-Bass / A Wiley Imprint. Retrieved October 2012
Creating Successful Virtual Teams. Retrieved Oct 2, 2012, from RP News Wire:
York: McGraw-Hill Companies, Inc.
Virtual Teams: A Toolkit Fro Collaborating Across Boundaries (First ed.). San Francisco, CA:
Reports. Retrieved Sept 28, 2012, from http://www.techsource.ala.org