Author: Dr. Jopie de Beer
Some say that winter in Africa is the worst time for any negotiations- people are cold and miserable and they have the African dust in their eyes! In this regard we have seen significant industrial action over the last few weeks, often resulting in conflict and low trust between the parties. Intense emotions, conflict and distrust are communicated publicly through the media and becomes contagious- our bodies shiver and we have dust in our eyes!
We recently celebrated Nelson Mandela’s 91st birthday. He challenged us to spend 69 minutes doing something good for others! He urged us to roll up our sleeves and care for those who cannot do so for themselves. In stark contrast with the industrial action which seems to lead to conflict, anger and mistrust, Nelson Mandela’s style elicits compassion and care.
Trust holds people together. It is constructive and generates a positive energy into relationships. It is generally accepted that you can’t be an effective leader if you cannot create and show trust, and you cannot demand that others trust you if you do not show integrity.
Trust is a really big issue both in South Africa and internationally! The January 2009 edition of the Harvard Business Review, on Trust, illustrates this point very clearly. Very few people trust politicians, the media or senior management and cheating or unethical conduct is encountered everywhere, every day.
Environments characterized by low trust, feels toxic to those within the system. People may manipulate the truth, deny any responsibility, blame others and ultimately only ensure personal benefit and safety. The system could be described as having a low EQ and an external locus of control. Such a low-trust environment will tend to take its toll on the emotional and physical wellness of employees and on their output in the form of productivity. The question is whether any country, organization or family can sustain itself if there is no trust.
When there is trust in any system, people will tend to feel less of a need to use defense mechanisms and allow some vulnerability. This can only be done when colleagues or leaders are perceived as consistently honest, believable, cooperative, that they seek solutions- and make judgments, that would benefit all and that they genuinely care. To ensure such a context, particularly in multicultural or virtual environments, cannot be easy.
Maxwell (1998) and Covey (2006) draw our attention to 3 factors that has a significant influence in building- or eroding trust in leaders or each other.
- Competence: Do you have what it takes to do the job?
- Character: Is your word really your honor?
- Connection: Do you really seek to understand and acknowledge others?
Working with the above three principles, any person in a leadership position be-it as Shareholder, Director, Parent or Partner- should be doing soul searching.
Trust cannot be demanded. Trust is a precious resource that has to be earned. You also need to be very honest with yourself as to whether you actually believe that you are trustworthy- before you expect of others to place their trust in you. Trust, as a calming emotional experience, is something we can all do with. In this regard we appreciate people like Nelson Mandela showing us how to develop trust through competence, character and genuine caring.
Reference: Covey, S.M.R.; Merril, R.R. (2006). The Speed of Trust: The One Thing That Changes Everything. Simon & Schuster, Inc., New York. Maxwell, J.C. (1998). The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You. Thomas nelson, Inc., Nashville, Tennessee.
