Definition: Interact with others in a way that is authentic and give them confidence in one’s intentions and those of the organization.
Relates to: Integrate and Co-Create
- Be open and communicate important issues regarding the organization; allowing misinformation to circulate via the office grapevine is damaging to a leader’s credibility.
- Provide assignments that stretch abilities, thereby showing faith in and a desire to develop future knowledge, skills and abilities.
- Actively listen to employees and be responsive to their needs. Leaders may not always be able to fulfill all of their employees’ needs. If you can’t, be honest about why you are unable to fulfill them.
- Be ethical and show integrity in all dealings with clients, colleagues, employees and external stakeholders.
- Involve people in meetings where their input and feedback is needed.
- Be respectful in how you talk to and about people.
- Support employees in the challenges they may be facing.
- Explicitly share credit where appropriate and be as specific as possible. "It was a team effort" isn't as impactful as recognizing specific contributions. Similarly, be open about instances where you shared or had responsibility for failures or setbacks.
- When the going is rough, don't retreat into your office. Be present and share the burdens.
- Be aware of office politics and the realities they create but act ethically and openly.
- Create win-win situations rather than zero-sum games where possible.
Laura Block, “How To Engender Trust Within Your Organization,” Client First Associates, last modified June 6, 2011.