The March 4, 2014, issue of FastCompany highlights the importance between leadership communication and trust.
When people think about trust, they very quickly leap to thinking about someone’s character.
What makes a person fundamentally trustworthy, though, is generally the degree to which our assumptions or expectations of them match the reality of our interactions.
Do they do what they say they will do? Do they represent their capabilities truthfully? Are they quick to acknowledge and correct mistakes?
When we work with leaders to build trust and credibility, we have them look at three key areas of their performance:
Take the Conversant Trust Assessment to learn more about how issues of trust are playing out in your relationships.
Answer the following on a scale of 1 (never) through 5 (always) to see where your leadership credibility is on- or off-track.
Now, pick two of your greatest strengths (4s and 5s) and think about how you can emphasize, augment, or enhance them.
Pick two of your weak spots (3 or lower). Identify specific actions you can take to shore up these areas that put your leadership credibility at risk.