“When people honour 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.” – Blaine Lee
WE Maldivian, as a whole, do not trust Maumoon. That’s the feeling I get looking at the events that have taken place over the past few weeks. The word “trust” has become highly overrated and has lead to scepticism. Ask anyone today about trust and they will tell you how difficult it is to trust people.
If we are lucky enough to trust someone implicitly, the reasons we do so are based on the promises that were never broken or the commitments that were always fulfilled. But many feel that promises made are broken and commitments unfulfilled.
Few leaders today have the capacity to earn the trust of the people they lead. This is not an easy task. The demands of the people are limitless and juggling these demands with what is available is impossible, particularly when you also have to deal with people’s greed.
Yet, gaining the trust of those around you is not an unachievable task. Ask a child and she will tell you that if her parents kept their word and fulfilled their promises, trust was generated. Ask a student and she will tell you that if her teacher made sure that the students were adequately-prepared for the next level of their education, then trust was created by the teacher.
Ask an employee and he will tell you that if the boss honoured his word to the staff, then trust was achieved. In all these situations, even small actions made trust possible. Trust was created because of the following:
• The feeling that you can depend on someone or anyone.
• The cooperation and experience of working within a team.
• The ability to take risks and be protected.
• The experience of communication, whereby people believe each other.
We all know that the best way to maintain a trusting work environment is to prevent distrust. This means a strong corporate vision and mission, a show of integrity of the leadership, truthfulness and transparency of the communication with staff within the organisation, all of which are critical factors. All this boils down to is, “I trust my boss/my supervisor/my staff ... to do the right thing all the time”.
In the real world, there are many things that can go wrong daily and trust is often compromised. It is a fact that you may do a hundred things right and no one will even think about how trustworthy you are. But you do one thing wrong, or one promise is unfulfilled, and it will never be forgotten and trust would be lost.
Employees also learn to mistrust even in the best of workplaces because of their life experiences, often, bad ones at the hands of an unfair boss or unscrupulous leader. On the other hand, bosses will tell you that no matter how well the employees are looked after, they will still walk away if someone offers them a better deal.
It is quite apparent that trust is an issue, to some degree, in most Countries.
How do we build trusting relationships in a Country? It is all about the way you conduct yourself and the values you have, which promote trust in the relationships.
As a supervisor, if you are not competent in what you do, you lose the trust. If you do not know something, admit it and your People will admire you for it.
If you profess to be a leader of a Country, do engage in trust-building activities only when you desire a trusting, empowering, team-oriented work environment.
Engaging in these activities is only for the honourable and not for the dishonest. People will know the difference, or when they eventually find out, they will never trust you again Maumoon.
“The glue that holds all relationships together – including the relationship between the leader and the led – is trust, and trust is based on integrity.” – Brian Tracy
WE Maldivian, as a whole, do not trust Maumoon. That’s the feeling I get looking at the events that have taken place over the past few weeks. The word “trust” has become highly overrated and has lead to scepticism. Ask anyone today about trust and they will tell you how difficult it is to trust people.
If we are lucky enough to trust someone implicitly, the reasons we do so are based on the promises that were never broken or the commitments that were always fulfilled. But many feel that promises made are broken and commitments unfulfilled.
Few leaders today have the capacity to earn the trust of the people they lead. This is not an easy task. The demands of the people are limitless and juggling these demands with what is available is impossible, particularly when you also have to deal with people’s greed.
Yet, gaining the trust of those around you is not an unachievable task. Ask a child and she will tell you that if her parents kept their word and fulfilled their promises, trust was generated. Ask a student and she will tell you that if her teacher made sure that the students were adequately-prepared for the next level of their education, then trust was created by the teacher.
Ask an employee and he will tell you that if the boss honoured his word to the staff, then trust was achieved. In all these situations, even small actions made trust possible. Trust was created because of the following:
• The feeling that you can depend on someone or anyone.
• The cooperation and experience of working within a team.
• The ability to take risks and be protected.
• The experience of communication, whereby people believe each other.
We all know that the best way to maintain a trusting work environment is to prevent distrust. This means a strong corporate vision and mission, a show of integrity of the leadership, truthfulness and transparency of the communication with staff within the organisation, all of which are critical factors. All this boils down to is, “I trust my boss/my supervisor/my staff ... to do the right thing all the time”.
In the real world, there are many things that can go wrong daily and trust is often compromised. It is a fact that you may do a hundred things right and no one will even think about how trustworthy you are. But you do one thing wrong, or one promise is unfulfilled, and it will never be forgotten and trust would be lost.
Employees also learn to mistrust even in the best of workplaces because of their life experiences, often, bad ones at the hands of an unfair boss or unscrupulous leader. On the other hand, bosses will tell you that no matter how well the employees are looked after, they will still walk away if someone offers them a better deal.
It is quite apparent that trust is an issue, to some degree, in most Countries.
How do we build trusting relationships in a Country? It is all about the way you conduct yourself and the values you have, which promote trust in the relationships.
As a supervisor, if you are not competent in what you do, you lose the trust. If you do not know something, admit it and your People will admire you for it.
If you profess to be a leader of a Country, do engage in trust-building activities only when you desire a trusting, empowering, team-oriented work environment.
Engaging in these activities is only for the honourable and not for the dishonest. People will know the difference, or when they eventually find out, they will never trust you again Maumoon.
“The glue that holds all relationships together – including the relationship between the leader and the led – is trust, and trust is based on integrity.” – Brian Tracy
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