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Jeff Marquez posted this article on Trust on LinkedIn.

While looking at the spaghetti of wires under the dash of my friend Aaron’s car, I remember asking myself, what the heck was I thinking? What was Aaron thinking allowing me to touch his classic car? Well, I am installing the fourth and most difficult wiring harness now. I know why he allowed me to touch his classic car–trust.

I think back to our previous work situations where we both would shake our heads at what we faced—often like spaghetti wires. We would discuss the mission or task, what right looked like, discuss with the Team to get their input, decide, and execute. Our expectations of each other matched our behaviors and that feeling cut across our Team.

Trust cuts across all levels of people from CEOs, senior executives, Mid-Leaders to early-career professionals, and everyone in between including personal relationships. Whether you are a CEO wanting to cultivate trust with your Mid-Leaders or a Mid-Leader wanting to strengthen your Team, here are a few ways to make trust bonding for your Team.

1. Inspire trust by being open, transparent, and clear about challenges. Most people want the Team and others to do well. But they can’t help if they don’t know so share challenges, and wins too! And remember, the best ideas do not always come from the top. 

2. Lead by example with candor, honesty, and vulnerability. Be the person you want your Team to be. As you share, they will share. As you innovate, let them surprise with their views and talents. 

3. Make your expectations clear and make trust part of your Team’s everyday conversations. My friend and trust expert, John O’Grady, describes having high trust relationships that start with “you have my trust, and it can only be eroded or lost” rather than a “trust must be earned” mentality. Talk with employees about how their demonstrated behavior aligns with your expectations. And when you think there may be a trust issue arising, approach it from a position of authentic curiosity instead of being accusatory. Find the underlying reasons for the issue and collaboratively address them. Maintain trust behaviors and a trusted environment before it becomes broken. Be proactive.

Trust creates a sense of psychological safety and can be an incredible inoculant when bad things happen to good people and good organizations. Think about your past year but more importantly, think about the year before you. Trust can make you feel in the most positive and profound ways. It fosters confidence, commitment, and teamwork. Who does not want that? Start trust bonding now.

Jeff Marquez recently authored this article on Trust on LinkedIn.

When you are asked a question and are uncertain of the answer, frustrated, or are short on time, how do you respond? We all have short-circuited answers that allow us to respond and move on. Or so we think. These so-called default answers—“Let’s talk,” “We’ll have an answer soon,” “Don’t ask, just get it done”—can damage the trust between mid-leaders and Team members. While these default answers might allow a leader to provide a response quickly, they can unintentionally send signals of uncertainty and mistrust to the receiver. Put yourself on the receiving end of these defaults and consider the feelings and anxiety they may create:

1.     Let’s talk—uncertainty. Is this positive or negative? How should the employee prepare?

2.     We’ll have an answer soon—ambiguous. Is soon next week? A month?

3.     Don’t ask, just get it done—lack of confidence, trust, and value in the Team member.

Provide context and drive meaning to motivate people. Experts say it takes five hundred milliseconds, or half a second, for sensory information from the outside world to incorporate into conscious experience. So, we can still get an answer out quickly, but if we take a few extra seconds to be more transparent, we can change the meaning of these defaults and bring clarity, understanding, and commitment to our work. Consider how the three defaults from above, but now with context, change the feeling:

1.     Let’s talk about this at 4 p.m. I like your idea of involving the staff because it gives them ownership of the process—You specify why you like the idea, you set the expectation for time, and the employee feels valued.

2.     We have not decided yet but will by the end of the day on Wednesday—You are honest about not having decided and have set expectations so that the Team member has a clear idea of how to proceed.

3.     Here is what we thought when we made the decision—The Team member is going to have a better understanding of the conditions and will likely give their best work because they feel like they are part of the team, trusted, and valued.

Trust comes from words and actions, but it must be felt by others to resonate. Take the few extra seconds to be transparent, honest, and only promise what you can deliver. Think about the work environments this crisis has created with back-to-back virtual meetings and online overload and consider how these conditions impacted your organization. Think about what is before us as we enter the renewal and new opportunities. Do what you can to remove uncertainty. Invest those few seconds to help your people feel trust. 

Jeff Marquez authored a 4 part series in Hispanic Executive entitled “The Crisis Life Cycle: Where Are You Looking?” This series of articles covers working through a crisis and where to look to shape success. It can help assess your leadership, culture, and strategy.

Part 1: RAMP: React, Adjust, Manage, Prosper

Part 2: Engage Middle Management, Work On Your Business, Prepare for the New Normal

Part 3: Trust

Part 4: A New Culture Paradigm

John O’Grady recently authored a 3 part series with Forbes Coaches Council on “Cultivating a Culture of Trust.”

Part 1: The Ultimate Competitive Advantage

Part 2: Common Challenges

Part 3: Pragmatic Ways to Overcome Common Challenges