Trust and credibility

26 Oct

Posted on March 1, 2010 by Michael Ray Hopkin 

 

How do you effectively develop trust in your organization? Trust is built over time as you follow through with the promises you make. Your credibility — the quality or power of inspiring belief — grows in much the same way. The principles of trust and credibility are tightly linked and build on each other.

In his book The Speed of Trust, Stephen M.R. Covey defines the “4 Cores of Credibility” as foundational elements that make you believable, both to yourself and to others. The first two cores deal with character, the second two with competence:

Core 1: Integrity: Many equate integrity with honesty. While honesty is a key element, integrity is much more. It’s integratedness, walking your talk and being congruent, inside and out. It’s having the courage to act in accordance with your values and beliefs. Most violations of trust are violations of integrity.

Core 2: IntentAt the core of intent are motives, agendas and the resulting behavior. Trust grows when your motives are straight forward and based on mutual benefit — when you genuinely care not only for yourself, but also for the people you interact with, lead or serve.

Core 3: CapabilitiesYour capabilities are the abilities you have that inspire confidence — your talents, attitude, skills, knowledge and style. They are the means you use to produce results.

Core 4: ResultsYour results comprise your track record, your performance and getting the right things done. If you don’t accomplish what you are expected to do it diminishes your credibility. On the other hand, when you achieve the results you promised, you establish a positive reputation of performing, of being a producer.

Each of these cores is vital to credibility. They work together to build trust. The strength of your character and competence equate to the strength of your leadership.

The Product Management Perspective: Trust is vital to successful product management. Product managers create value for their co-workers on other teams (e.g. development, support, etc.) by clearly defining requirements, roadmaps and portfolios. Trust grows through meaningful interaction with your teams and consistent application of proven principles. Trust is a two-way street: product managers need to carry out their tasks in such a way that the team members can trust them. They (the PMs) also need to trust that the team members will do what they have committed to do.

●▬▬▬▬▬ஜ۩۞۩ஜ▬▬▬▬▬▬▬●

This is a reblog. Visit the original post

Here

●▬▬▬▬▬ஜ۩۞۩ஜ▬▬▬▬▬▬▬●

Advertisements

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s

semioticaparatodos

Estudiando los significados sociales

Compañeros del Emprendimiento

Reflexiones sobre emprendimiento, innovación y competitividad

%d bloggers like this: