This week I had the honor of speaking with Joel Peterson, Chairman of the Board of JetBlue Airways and author of the book The 10 Laws of Trust. We were both being interviewed on a business builder radio show in Scranton, Pennsylvania. I was speaking about engagement, then Joel called in a talked about his findings and practical learning about trust: Trusting in the individual and then trusting in the organization.
Joel shared a few thoughts that caused me to pause. Trust is not necessarily across the board. In other words, just because I trust my mother who raised me – thanks, mom, you were awesome! — I would not and do not trust my mother to fly an airplane. Therefore, trust is not this warm fuzzy feeling I get being around certain individuals, rather trusting of individuals requires three important criteria as spelled out in The 10 Laws of Trust:
Character – this person has my back in this situation
Competence – this person knowns the subject matter at hand
Authority to deliver on promises – a business person who promises to buy but has no purse strings
If those criteria are met, a trusting relationship is possible. If one or more of those criteria cannot be met, we run the risk of being betrayed. The same is true with us when building trust with others; we need to communicate very clearly with others what we can and cannot do. To align with the three trust criteria listed above, the number one leadership competency is humility. See the connection to servant leadership…
I challenge you this week to recalibrate all your trusting relationships on the criteria of character, competency, and authority. Be humble when analyzing yourself in what you can and cannot do.
Human relations principle: “If you are wrong, admit it quickly and emphatically.” – Dale Carnegie
Onward!
John Rodgers