Build Your Business on the Bedrock of Trust

by Mark S. Fulton

Have you ever been the victim of one of these business fabrications?
• The check is in the mail
• We service what we sell
• A representative will call you right back
• Money cheerfully refunded
• One size fits all

Yes, some businesses really mean it when they say things like that. But I’ll bet you can think of a least a few occasions when you got less than you expected after hearing or reading one of those assertions. You probably reacted as most people do and felt disappointed, displeased or deceived.

When people or institutions fail to meet our expectations, our trust in them is diminished or destroyed. We believe we can no longer firmly rely on their integrity, ability, or character. As a result, our future relationship with them is clouded by doubt, because we are reluctant to place our confidence in them again.

Trust is the bedrock of human relationships. “To be trusted is a greater compliment than to be loved,” wrote George MacDonald. That’s because the truest test of good character is trustworthiness, not charm. We can love others despite their faults, but we can’t depend on someone we don’t trust. Without trust, marriages fail, friendships falter—and businesses fold.

When you earn the trust of employees, customers and vendors, you establish sound and profitable relationships that form the pillars of your business’s success. Conversely, if you squander trust, employees stop working, customers stop buying and vendors stop delivering.

If trust is indeed the most precious capital of commerce, then earning trust should be a priority for you and your business. Here are five qualities that engender trust and foster solid relationships.

Integrity – John Quincy Adams once said, “To believe all men honest would be folly. To believe none so, is something worse.” There will always be unscrupulous people in business, so it is wise to be wary of individuals whose words and actions don’t match up. Nevertheless, I believe that most people presume the integrity of others until they are proven wrong.

You can build on that good will by purposefully cultivating a reputation distinguished by truthfulness, sincerity and authenticity. Trusted leaders don’t lie, don’t make promises they can’t keep and don’t pretend to be something they are not.

Equity – “Give naught, get same. Give much, get same,” said Malcolm Forbes. The notion of giving to get is an ancient concept that appeals to our sense of balance and fairness. Employees expect fair pay for their labors. Customers expect quality and value for their money. Vendors expect timely compensation for their services. Give fairness, get trust.

Maintaining equity in your relationships with employees doesn’t end with giving them a paycheck and benefits. It also requires you to pay them “hidden paycheck” currencies, such as appreciation, security, challenge and encouragement. If these important job outcomes are absent, employees will often find a way to even the score by withholding their best efforts.

Civility – This may seem obvious, but trust flourishes in an environment characterized by kindness, politeness and respect. Why is it then that so many workplaces are plagued by abusive bosses who belittle employees, disparage customers and pester vendors?

An inclusive, nurturing workplace encourages employees to develop and perform to their fullest potential. Gossip, backbiting and other destructive behaviors should not be tolerated. Everyone who comes in contact with your business should be treated with dignity, if you want them to trust you.

Clarity – Trust withers in an atmosphere of ambiguity. Clear and consistent communication is the key to open and honest relationships. Sending mixed messages to employees, customers and vendors is a surefire way to confuse and alienate them. Not communicating at all with people who are important to your business encourages them to jump to their own conclusions.

People appreciate knowing why they are doing something as well as how they are to do it. Giving clear explanations of the reasons behind your decisions promotes trust because it invites people to examine your motives. If you are reluctant to do that, perhaps your motives should be examined. When disputes and misunderstandings arise, get all of the facts and hear all sides before forming a conclusion.

Responsibility - “Few things help an individual more than to place responsibility upon him, and to let him know you trust him,” said Booker T. Washington. Giving others responsibility demonstrates confidence in their abilities and invites them to reciprocate by trusting you. Call it delegation or empowerment, giving responsibility encourages accountability, which builds trust.

On the other hand, taking responsibility when you make a mistake also engenders trust. Passing the buck or making excuses when things go wrong only serves to tarnish your credibility.

Albert Schweitzer, a brilliant philosopher, physician, musician, clergyman, missionary and writer on theology once wrote, “Example is not the main thing in influencing others. It is the only thing.” Make integrity, equity, civility, clarity and responsibility part of your personal and business mission and you’ll be an example others will trust and follow.

Copyright 2002 © Mark S. Fulton