We are inclined to trust people who…

■Are self-aware.
■Take responsibility for their role in the relationship.
■Demonstrate that they consider the best interests of others rather than just themselves.
■Do what they say they will do.
■Practice the values they tell us are important to them.
■Are willing to recognize and consider both sides of the story.
■Listen and respond to our needs and interests.
■Are willing to think about what they have to give as well as what they hope to receive.

We are NOT inclined to trust people who…

■We experience as selfish and self-absorbed.
■Do not demonstrate an interest in the needs of others.
■Are not willing to accept responsibility for their actions.
■Gossip/talk about others behind their back.
■Blame others without looking at their role in the experience.
■Make snap judgments and draw conclusions before hearing all the information.
■Are not open and receptive to the ideas and views of others.
■Change the rules all the time.
■Are inconsistent in their behavior so we don’t know what to expect from one interaction to the next.
■Distort the truth by omitting information for their own purposes.

Considering your behaviour over the past week, are you someone who can be trusted?

Decision-Maker Factors
This dimension contains the factors that affects a “truster” and their disposition to trust another person.

■Risk Tolerance: This factor concerns now tolerance people are of risk, the more tolerant people are of risk the more likely they are to trust someone.

■Level of Adjustment: This factor concerns that amount of time people need to build trust. It takes some people longer before they feel comfortable to trust someone.

■Relative Power: If the truster is a person in authorityhe is more likely to trust as he has power over the person he is trusting.

Situational Factors
The situational factors are the factors that influence where an individual chooses to tust or not.

■Security: Security is important as not all risks are equal, the higher the stakes the less likely people are to trust someone.

■Number of Similaities: People are more likely to trust other who are similar to themselves, similarities such as; common values, memberhsip in a group, share personality traits, etc. It’s difficult to trust people who seem different.

■Alignment of Interests: Before we trust someone we consider “How likely is this person to serve my interests?” If interests are aligned trust becomes a lot easier. Aligned interests lead to trust.

■Benevolent Concern: The leader that demonstrates “benevolent concern” show that he will put himself at risk for his followers.

■Capability: In the article Robert provides a good example, “If you’re going to have surgery, you’ve probably more concerned about your surgeon’s technical skills than about how much the two of you have in common.“

■Predictability and Integrity: A person to be trusted is consided more trustworthy if their behaviour can be reliably predicted. A trusted person is someone who will do what they say they will do.

■Level of Communication: As trust is relational, good communication is essential. Open and honest communication creates an environment the encourages trust.

Ultimately trust is a measure of the quality of a leaders relationship with their followers.

Author: George Ambler