When we intentionally build connections focused on authenticity, we create healthy, long-lasting relationships that drive a return-on-investment.
The ability to build trust has been a focus point for many organizations over the past decade or two as new generations enter and take over the modern workforce. Gone are the days of “My way or the highway” or “We have the best product or service, and people will buy it regardless of how we treat them” because the concept of trustworthiness has entered the conversation.
Trust vs. trustworthiness: What’s the difference? The chasm between trust and trustworthiness might seem nonexistent, however, as we look deeper, we realize there are nuances that significantly differentiate the two. As put clearly by Ludmila Praslova of FastCompany.com, trust has become a buzzword within modern businesses. Praslova goes on to state that only 50 percent of employees trust their employer, and more than 60 percent of people “feel that business leaders use deception.”
It is an important distinction to make, because just as building trust is the foundation of any great relationship, trustworthiness is a long-term effort that lasts over time, shows a consistent, genuine concern for others, and is part of all aspects of a relationship. While trust can be taken away in a fraction of the time it took to build it, trustworthy relationships rely on years of authenticity in words, actions, and behaviors to stand the test of challenges or conflicts.
Trustworthy relationships create positive cultures. The pandemic changed the way we operate in business since 2020. During the pandemic, people took to LinkedIn and other social networks to stay connected in a time of isolation and loneliness. It was during that time when the revolution of authenticity took over the business world. Everyone wants to build genuine relationships with one another, but what does it look like to develop these deep, meaningful relationships over time? To build healthy, sustainable business relationships, you must start with genuine curiosity and care for others. So, what does it take to get to the point of a trustworthy relationship?
In Patrick Lencioni’s The Five Dysfunctions of a Team, the author describes five key principles that must be overcome to create a healthy team dynamic. The five dysfunctions are:
- Lack of trust
- Fear of conflict
- Lack of commitment
- Avoidance of accountability
- Inattention to results
These principles are set up in a pyramid, with the lack of trust at the foundation. Trust is a foundational principle and when it is missing, there is often nothing to build off. When seeking to build genuine workplace relationships with colleagues and clients, it is important to start with trust. Focusing first on internal connection within your firm, trust is the core of any peer-to-peer relationship. When peers trust each other on a personal level, they are far more likely to support each other in times of need on projects and personal matters. Whether you work for a large or small firm, in-person, hybrid, or fully remote, connection is vital to the success of your role at your firm. An increase in trust not only leads to deeper connections between people but also translates to greater efficiency and productivity. Eliminating the need to constantly check on the status of a task or project with a peer because of the presence of trust means there is more time to tackle bigger issues.
CEO disease. Another issue that rises to the surface when there is a lack of trust is a term called “CEO disease,” which was coined by Daniel Goleman et al in the book, Primal Leadership. As described in Primal Leadership, “CEO disease” refers to an information vacuum around the leader when there is a climate of fear to share negative news. Fortunately, “CEO disease” does not happen out of the blue; it is the result of trust being absent for a long time. There are steps you can take to make sure you avoid this negative effect on your team:
- Actively seek out honest feedback from diverse perspectives
- Cultivate a culture of open communication
- Be mindful of your own limitations by actively seeking constructive criticism and being receptive to different viewpoints
With our time and attention being pulled in many directions, we must be intentional as leaders to seek constructive criticism that will make ourselves and our firms better.
Creating healthy client relationships. Just as it is important to build trustworthy relationships within internal teams, it is equally important to build those same genuine connections with the partners and firms you are hoping to work with. Building trust comes in many shapes and sizes when dealing with external relationships, but here are some discussion topics to consider when reaching out to someone before talking about project specifics:
- Personal interests. Whether we realize it or not, people love talking about themselves. When you can connect with someone about a hobby, sports team, or music genre, it is easier for that connection to become a trusted industry partner.
- Family. If you have some background on their family, ask about the kids’ recent achievements or upcoming family vacations. Most of people’s time spent outside of work is with their families.
- Upcoming industry events. The AEC industry is full of various organizations and groups, and it is likely that your firm is a member of similar organizations or attends some common events.
Connecting with potential teaming partners or subconsultants first on a personal level makes the person on the receiving end of the conversation more of a friend and less of just another name in the rolodex. When we are intentional about building connections focused on authenticity, we create healthy relationships that lead to opportunities to work together later. Doing this not only leads to increased satisfaction in positions of leadership but also adds fulfillment in the ability to add value to our firms to create working relationships that drive a return-on-investment.
Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com.