A client of mine; an esteemed, silver-haired hotelier; once told me the secret to his success. He didn’t quite put it that way, but his message suggested as much. He proudly claimed that mastering the black and white aspects of service enabled comfort in the grey and that service excellence to humans was all hidden there. I liked that, but haven’t necessarily applied it to many aspects of my work.
In a field that seems fogged up in grey, I tend towards the black and white, often to further my legitimacy. Problem is, I often begin to believe my simplistic view of the world.
Let’s look at the idea of trust as an example of extraordinary colour that sits within the grey. This is a post aimed at me.
When you dip into the literature, Trust becomes a suitably complex topic of review, and superbly grey. Here are a few examples of what I mean.
Perspective 1: Some articles describe a clear difference between trust and distrust and although you might think they are opposites, some theorists don’t see them as opposite ends of a continuum. In fact, both trust and distrust are seen to be positive and negative. For example, high levels of trust may lead to group think which may lead to the exclusion of difference and thus potentially lead to unethical practices and discrimination. That is pretty negative. It is also important to admit that it is distrust on the other hand that drives processes, systems and structure. That could be seen as quite positive.
Perspective 2: Other research proposes that there are 4 co-existing reference points of trust. On the one end, High Trust which is defined by hope, faith, confidence, assurance and initiative, and on the other end Low Trust which is represented by no hope, no faith, no confidence, passivity and hesitance. Then there is Low Distrust which is defined by no fear, the absence of skepticism, the absence of cynicism, low monitoring and non-vigilance, and High Distrust which includes fear, skepticism, cynicism, wariness, watchfulness and vigilance. Mmmm.
Perspective 3: Trust can be divided into two types – Affective Trust and Cognitive Trust. The first is focused on an emotional state and connection with others, whilst the other is focused on competence and capability. These types of trust can be distinct from each other, and so we could have a high level of Cognitive Trust, but a low level of Affective Trust, and vice versa. More grey. I love it.
It may be too much grey for me to make sense of. On one level I get it, it’s actually all saying the same thing, but on another level, what I am beginning to appreciate is that a black and white view of what trust is, may be too narrow.
So what does that all mean? Well, it is all very valuable, and I have to ask myself how this all fits with my evolving thinking on the building blocks of trust, especially in teams.
1. Be reliable, do what you said you would, be on time, deliver, just be plain old boring and dependable. This is a powerful trust builder.
2. Be Honest – or as I often say ‘Appropriately honest’, and more significantly don’t be dishonest.
3. Keep as many of the Background Conversations, or and chit chat into the Foreground. Involve the people you are talking about, speak up when the time is right and don’t break away into reckless corridor and side conversations.
4. If you master the first three right, then you might have earned the right to some Vulnerability. This doesn’t come first as many team builders would like you to think.
Get these all right and I believe you will build a high trust, low distrust relationship that is comfortable with the positive contributions of Distrust and cautious of the blind spots of Trust; and enhances Affective and Cognitive Trust.