There has been an apparent decline of ethics, integrity and conduct for many years now. The general public has remarkably little faith in government, public and private sector organizations, or the leadership of those organizations.
Trust levels are among the lowest we’ve ever seen in North America.
Few industries are rated more poorly than financial services. A series of profound and very public violations of trust have wreaked havoc on the reputation of the industry as a whole and the individuals within it. Within this environment, those who understand trust and can build it systematically can have a profound advantage over their competitors.
George Orwell noted that “In a time of universal deceit – telling the truth can be a revolutionary act.”
Similarly being seen as a safe port in turbulent times can attract a lot of ships.
But doesn’t everyone already know how to build trust?
We all naturally have an ability to build trust with others. Trust-building skills exist along a continuum, with some being better at it than others. We can all move along that continuum, with increased knowledge and understanding.
Is your ability to build trust as good as it could be? What impact would it have if you were better at it? The biggest gap consistently found in many world-leading leadership development programs is the gap between how much leaders believe they are (or should be) trusted, and how much they actually are. Getting better at understanding trust is a key step in taking greater control of your practice and your life.