Why Trust is important?

Stephen Covey in his book The Speed of Trust pointed out how low trust costs time and money, and he used a fantastic example to it. After the 9/11 terrorist attacks, the nation’s trust in-flight security went down. Cover said before the attacks, he could arrive at his home airport thirty minutes before his flight and have no problem making it quickly through security. However, after the TSA tightened security, he had to arrive two hours ahead od domestic flight departures and three hours ahead for international flights. “As trust went down,” he said, “speed also went down and cost went up.”

Too often we talk about trust as if it’s a singular thing. It’s not. Trust is a relationship between a trustor and a trustee. Just as it takes two to tango, it takes two to trust. The role of the trustor is to take the risk of trusting the role of the trustee is to be trustworthy. When both people do their parts well, the result is a trusting relationship. And trust doesn’t just go in one direction. The people exchange roles the trustee becoming the trustor, and vice versa. It’s a two-way street. But if either party fails in his or her responsibility, trust disappears.

Importance of trust in the leadership

Only you can decide whether to take the risk of trusting others and whether the risks are worth taking. This means to have others trust you, you must actively take some initiative and can’t wait for others to make the first move. As many leaders explained.

“Trust is a risk game. Leaders must first one to ante-up”. Leaders always find the ante worth risking. Sowing seeds of trust with people creates the fields of collaboration necessary to get extraordinary things done in organizations.

Trust is NOT nice to have

Who doesn’t want to be trusted, given the choice? trust is essential in leadership. It’s not something you can take or leave. If you leave trust, you’re going to leave leadership.

Trust is NOT up to others

Some leaders, especially those who rely on their position or title to lead instead of on their influence, take the posture that they should be implicitly trusted by their people, but that their people must prove themselves to be trustworthy. They putt all the burden for developing trust in others, not themselves. If you want to be a good leader then it’s not up to your followers, it’s upto you. You must take the first step in trusting the people you lead. And you must take steps to earn their trust. Good leaders take the risk in both directions. IF your people learn to trust you, you will get their attention.