Infatuation Rules
Infatuation Rules
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consistency, competence and caring Three elements come to mind that require balancing: consistency, competence and caring. These are the three C's of trust.
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Read More »During a recent design thinking workshop in which the participants addressed the issue of creating social capital through new media, I observed a great deal of discussion focused on trust—building it, keeping it, deepening it, avoiding the loss of it—with respect to users of the company's online services. There’s no question that in the new world of wireless connections, trust is an important issue, no matter what line of business you might be in. (It’s undoubtedly why social media expert Chris Brogan titled his bestselling book “Trust Agents.”) It was the right issue to dig into. And since for the better part of a quarter century I’ve been fortunate to serve as a trusted advisor to a number of individuals, teams and organizations, I have a few thoughts on the topic of trust in the context of business. My meandering route home along the Pacific Coast Highway in southern California gave me the chance to mull it over a bit more deeply. Here’s what I think I know. To begin with, trust is difficult to define. It’s hard to find a good and guiding definition. My working definition goes something like this: Trust is the belief that those upon whom we rely will realistically meet the positive expectations we have of them.
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Read More »Consistency. Trust requires consistency because we can’t trust anything or anyone that we can’t repeatedly count on. Inconsistency erodes trust because it’s not predictable, dependable or reliable—it creates doubt, which is a signal not to trust. If we say one thing and do another, if we don’t hold ourselves responsible and accountable for following through on promises made, if we don’t offer transparency and enable others to know exactly where we stand, there will be no trust. Competence. Trust requires competence because we can’t trust anything or anyone that can’t solve our problem, or get the job done. If we don’t have the capability to accomplish what others expect, there can be no trust. Incompetence—defined simply as long on promise and short on delivery—erodes trust, because it undermines credibility. When we are untested and unknown, establishing credibility begins with demonstrating competence. Caring. Trust requires caring because we can’t trust those we believe don’t care about us. Caring is the softer side of trust, the most intangible, and often the most difficult to demonstrate (and growing more difficult with each new technological advance). But the practical aspects of caring aren’t complex. We just need to exhibit sincerely the kinds of behaviors that tell others we care: responsiveness, confidentiality, empathy, objectivity, collaboration, self-disclosure, attentiveness, etc. Without a better understanding of the dynamics of trust and the incorporation of these three elements in healthy doses, we stand a good chance of not only missing the mark, but putting trust—and thus long-term viability and success—permanently out of reach. Unfortunately, it’s all too easy to underestimate (and often by wide margin) the importance of trust in whatever products or services we design and deliver. A final concluding anecdote. I remember as a teenager racing home to eagerly share the latest neighborhood gossip with my family around the dinner table. I relayed with great excitement my tidbit of scandal, which of course I had embellished. My father, a man of few words, gave me a quick glance and needled, “You don’t believe that, do you?” “Why wouldn’t I?” I replied.
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