In any successful relationship, be it personal, business, or with an organisation, trust is a crucial factor. It isn’t just important in making you feel good, it is absolutely essential to making progress.
Adversarial politics has eaten away at Australians’ trust in democracy, with more and more voters breaking away from the major parties, a survey has revealed.
Despite two decades of economic growth, Professor Mark Evans of the University of Canberra Institute for Governance and Public Analysis said Australians’ trust in government and politicians are now at their lowest levels since 1993 – and Aussies’ loathing of political “blood sports” is to blame.
“Remarkably, disaffection increases with age so older Australians who’ve benefited most from the social entitlements of the postwar settlement and economic growth and superannuation are now the most disaffected group along with Indigenous Australians.”
It seems the older we get, the more broken promises we see, the more disillusioned we become. Only 37 per cent of Australians now subscribe to a particular political party, the lowest level since 1967.
As our major parties ponder the success of Palmer, Hanson and Xenephon, Professor Evans offers an explanation.
“There’s a significant number of floating voters who aren’t attached to a party, voters who are disillusioned with the mainstream political parties and have little trust in politicians. That provides fertile conditions for independent or minority parties who are able to develop political projects around trust building with their communities,” Professor Evans said.
As I pondered this loss of trust, I came across an article in the Huffington Post that really struck a chord. The following is an edited excerpt from it which, to me, really hit home to show how our politicians (and businesses for that matter) are doing it all wrong. Their motivation is wrong, their execution is wrong, and the system which encourages “high-self-orientation” is wrong.
Leaders in all contexts must build trust in order to achieve their goals.
But what exactly is trust?
In essence, trust is a feeling of security that you have, based on the belief that someone or something is knowledgeable, reliable, good, honest, and effective.
In her book, which she co-authored with Ken Blanchard and Martha Lawrence, Cynthia Olmstead speaks of four core aspects of trust, which she labeled “ABCD,” or able, believable, connected, and dependable.
- Able refers to your capacity for the task. Do you know your stuff and get results? Can and do you use your skills to support others’ work? And do you demonstrate a growth mindset to learn things that you presently don’t know so well?
- Believable people know how to keep confidences. They don’t talk behind people’s backs and act with sincerity and integrity. When they err, they willingly admit it. They also do not hide their lack of knowledge.
- Connected people work well with others. They listen well and solicit input into their decision making. Such people demonstrate care and empathy and express praise to others for a job well done.
- Dependability reflects the fact that you do what you say that you will do. This means keeping promises and commitments. It also includes being punctual, consistent, and responsive.
James Davis, professor of strategic management and the chairman of the management department at Utah State University, speaks about three drivers of trust, two of which differ in some way from Olmstead.
- Can they do what they say they can do? This is similar to Olmstead’s first trust element above.
- Do they care about me? Trusted leaders are not ego driven, but want to do good for others. (This is also called “low self-orientation.”) People who are capable but lack benevolence may do all sorts of incredible things, but only if it serves their benefit.
- Davis’ definition of integrity focuses on shared values. Are the other person’s values those that I can agree with? Can I relate to that person because they believe what I believe?
One way that leaders can help to increase trust and reduce the defensive posturing that is all too often found in today’s organizations is to create a culture that encourages risk-taking. If I offer my opinion at a team meeting and my views are respected regardless of their ultimate acceptance, then I will likelier pipe up the next time.
If, however, I learn that I am not really valued and that winning is the ultimate prize, then I begin to think less about trying something new and different and instead focus on self-preservation. “Don’t rock the boat,” I tell myself, “and everything will just be fine.” Such thinking may produce reliable workers but it will diminish trust, stunt growth and encourage people to spend time covering their own backs.
Blaine Lee, a founder of the Covey Leadership Center, expressed this dynamic as follows: “When people honor each other, there is a trust established that leads to synergy, interdependence, and deep respect. Both parties make decisions and choices based on what is right, what is best, what is valued most highly.”
This, in turn, leads to a happy, productive workplace that is sure to handle all obstacles and market changes in ways that continually move the organization forward.
Where are the people who can work together in the best interests of our country and its citizens, or is self-interest to be the pursuit that is encouraged and rewarded?
