Building Trust by Sitting on The Same Side of The Table

By their very nature, unionised workplaces and industries often promote a culture of distrust between stakeholders. Each party is suspicious of the other and is afraid of being taken advantage of, so they hold their cards close to their vest and try to cut the best deal possible for their stakeholders. It’s us on one side of the table versus them on the other.

Must it be that way? Randy Conley, Vice President of Client Services and Trust Practice Leader for The Ken Blanchard Companies doesn't think so. Conley thinks both sides can build trust by sitting on the same side of the table.

First, let’s talk about why we don’t trust each other. We refrain from trusting because it involves risk. If there’s no risk involved, then there’s no need to trust. But if you are vulnerable to the actions of another, then trust is required. You have two choices when presented with relationship risk: you can withhold trust to protect yourself, or you can extend trust in the hopes it will be reciprocated and both parties will benefit.

Reciprocation is a key factor in the development of trust. There is a social dynamic in relationships known as the Law of Reciprocity. Essentially it means that when someone does something nice to us—give us gifts, show love, extend trust, give grace, grant forgiveness—we have a natural human instinct to respond in kind. Unfortunately, the opposite is true as well. When someone acts cruelly or hostile toward us, we often respond in even more cruel and hostile ways.

In the public square these days, negative reciprocity is the norm. Warring factions have developed a singular membership criterion: you’re either with me or against me. We have demonised those whom we believe to be against us. They are no longer honourable, well-meaning people with different ideas. They are mortal enemies who cannot be trusted at any cost. The result is one group treats the other with contempt and hostility, the other group responds in kind and even turns it up a notch for good measure. Around and round we go in a negative, downward spiral, zero trust loop.

Trust cannot begin to grow until one party extends it to the other. Trust must be given before it can be received. It really is that simple.

Once you understand someone must make the first move to extend trust, how do you get both parties on the same side of the table? Conley thinks it involves having a common mindset and skillset about trust.

The trust mindset is understanding the fates of each party are intertwined. All successful relationships are built on a foundation of trust. It doesn’t matter the type of relationship–husband/wife, parent/child, boss/employee, or union/labor–trust is what binds us together. Operating from this mindset eliminates the fear of being disadvantaged by the other party and allows you to work toward solutions that provide mutual benefit. In a relationship of trust, both parties are searching for win-win solutions, not win-lose or win-break even.

The skillset of trust involves behaving in a trustworthy manner. Sometimes this is challenging because people have different perceptions of what constitutes trustworthy behaviour. That’s why it’s helpful to have a common definition of trust.

Research shows there are four key elements of trust. Since every language has an alphabet, we’ve created the ABCD Trust Model to define the language of trust. You build trust with others when you are:

Able—You demonstrate competence by having the knowledge, skills, and expertise for your role or profession. You achieve goals consistently and develop a track record of success. You show good planning and problem-solving skills and make sound, informed decisions. People trust your competence.

Believable—Acting with integrity. You tell the truth, keep confidences, and admit your mistakes. You walk the talk by acting in ways congruent with your personal values and those of the organisation. You treat people equitably and ethically and ensure that rules are applied fairly.

Connected—You care about others. Connected people are kind, compassionate, and concerned with others’ well-being. They readily share information about themselves and the organisation. Being a good listener, seeking feedback, and incorporating the ideas of others into decisions are behaviours of a connected individual who cares about people.

Dependable—People trust others who honour their commitments. DWYSYWD—doing what you say you will do–is a hallmark of dependable people. They do this by establishing clear priorities, keeping promises and holding themselves and others accountable. Dependable people are punctual, adhere to organisational policies and procedures, and are responsive to others.

Building trust is not a one and done proposition. Trust is not a destination you reach, but rather a journey that never ends. Extending trust, embodying a mindset of trust, and using the skillset of trust will transform distrustful relationships into trust-filled partnerships that promote the growth and well-being of both parties.