More importantly, have you given them good reason to?
One of the many barriers to building a great career can be your relationship with your boss, or perhaps those even higher up. Perhaps you never really get to mingle with your boss’s boss. If your boss says it’s better if they take care of this relationship, then there’s the first clue, they most likely don’t see you as a trusted partner. Because if they did they would share all their relationships with you.
So there are two important questions here: How do you know if your boss actually trusts you? What can you do to start building a trusted relationship if they don’t?
Tasks not conversations?
By Keith Dugdale and Ben Paul
All images are sourced from the 20th PwC CEO Survey.
If you’re still on the fence about whether trust is important in business or not, the latest results from the PwC 20th CEO Survey should help to clear a few things up.
20 years ago, when the survey first started, PwC didn’t even measure CEO’s sentiments about trust in business. Trust first appeared in the 2002 survey, when a mere 12% of CEOs reported that trust in business was declining.
Fast track to 2013, after the business world has been tossed around by the Global Financial Crisis, and that number more than tripled. In 2013, 37% of CEOs stated that they were concerned about a lack of trust in business. But what is really interesting to us, is how much that number has grown in the past three years.
Without trusted relationships in business, what do you have?
Suspicion. Wondering whether the other person has your best interests or their own really at heart. Worry about what another person’s motives really are.
Obviously none of these are overly conducive to building trusted relationships that drive collaboration, winning work and people simply enjoying working with other people. Most people I speak to know that trust is important, but don’t really understand what it actually means to build trust – they see it as something intangible, something that takes a long time, and something that feels potentially hard to do.
Recently I was fortunate to have a chat with Duff Watkins for the AmCham Podcast. We talked a lot about what it takes for people and organisations to build trust and be seen as more trustworthy, and I wanted t [...]
By Keith Dugdale
How many meetings have you been to today where at least one person was running late…and that person might just have been you?
I bet at least one, and maybe quite a few.
Over the last few months….well, the last few years if I’m totally honest….I’ve noticed an increasing trend in organisations for people to run late – late to meetings, late to training, late to workshops, basically late to anything where they’d committed to someone else that they would be somewhere at a specific time. And not only are people running late, but it appears to me that they are almost proud to be running late as it is a sign of their busyness, and that they are busier than everyone else.
Now I know that things crop up and stuff happens and it’s simply not always possible to be on time. But being late seems to have become the rule rather than the exception, which got me to thinking about what impact this culture of lateness is actually ha [...]
Recently I was in a client’s office when we got to talking about cross-selling – that old chestnut that every firm strives to conquer and yet few manage to do well. They were telling me that they saw an opportunity to grow a key client account, but they were nervous about introducing the lead from the other department to their beloved client. He simply hadn’t ‘earned their trust’.
Now, all of you know that I think building trust with your clients is the ‘secret sauce’ for building and sustaining business. But what some of you may not know is that I think the trust you build internally – with individual colleagues and between different departments – is just as critical. Because if you don’t trust the people you work with, you’ll never refer them or get them to help you with a client. Protective and divisive behavior rules the day, and we all know that does not a successful business make.
And yet, internal protective and divisive behavior by people [...]