It does not matter how well you communicate, how competent you are, or that you treat others with kindness, if other cannot count on you to be responsible, you will not build trust with them. Responsibility is the fourth side of the Trust Cornerstone. There are several facets of responsibility. The first is doing what you are supposed to do. The second facet is doing what you say you will do. Next, take care of the property and resources entrusted to you. The fourth facet is strengthening the other trust competencies that will cause you to fail. The final facet of responsibility is predictability.

In his book, The 7 Habits of Highly Effective People, the first habit Steven R. Covey discusses is the habit of being proactive. He breaks the word “responsibility” into “response-ability”. In every moment, each of use as the ability to choose our response. In that little space between response and ability, we decide what ability we want to use to respond to what ever faces us at that moment. When others are not around, we can choose to do what we know should be done, or something else. In those moments when no one is watching, you can choose to do the work that is expected of you, or surf the internet reading blog posts or watching random videos. Responsible people, people who build trust with others, complete the tasks that are expected of them. In that moment when they can choose to goof off or complete an expected task, they choose to complete the task.

Following closely on the heels of doing what you are supposed to do, is doing what you say you will do. Completing tasks as promised is also called follow through. Doing what you promise, tells others you can be trusted to help them achieve goals together. Part of this is also acknowledging short falls and accepting the consequences when something prevents you from completing things as promised. Retired Navy SEAL Jocko Willink says that he became a trusted leader because he promised to complete small things and delivered big results.

An important part of trust is to care for things others entrust to your care. The definition I use for trust is a choice to risk something you value to the actions of another based on your belief in their character. Often that ‘something of value’ is a tangible object. How you car the property of others shows respect for them. Taking good care of other’s property shows you are a responsible person who is ready for assignments of greater trust and responsibility.

For example, a grocery store manager asks a new cashier to take a small deposit to the bank. The manger is probably looking for a couple of things. Of course, the first is that all the money is deposited in the account correctly. Additionally, the manage may watch to see how long it takes the employee to complete the task. You can be the manager knows it normally takes 15 to 25 minutes to go to the bank, complete the transaction and return. When the employee returns in 20 minutes with the deposit slip for the correct amount, he created trust with the store manager.

Being a competent person builds trust. When someone is new on the job, they are expected to know little about things. As time passes, bosses expect people to develop proficiency in key tasks. In the previous example of the bank deposit, when the employee returned to the store in a reasonable amount of time, he demonstrated competency in time management. Pay attention to the things your boss or others repeat. People repeat things they consider important. What things does your organization measure? Work on increasing your skills in those areas and you will build trust with your leaders. The stronger you are in the areas the organization considers important, the more you will be trusted. With increased trust comes greater pay, increased privileges, and promotions. While it is always best to build on your strengths, be aware of your fatal flaws. Fatal flaws are those things you really are not very competent but are valued by the organization. Find ways to strengthen those areas to the minimum level of acceptability.

Predictability is an important aspect of trust. As one becomes more disciplined in repeatedly engaging in responsible behaviors, others come to know they can depend on that person. Only through disciplined repetition of responsible behaviors will others come to trust someone can be characterized as responsible. Predictability is a key component of developing a responsible character trusted by others. Discipline requires one to repeat responsible behaviors even on days the person does not feel responsible.

In your neighborhood, you no doubt have a person who is known as a runner because people see her out several times each week running. Another person is known as the great helper because they always offer assistance. Of course, there is also the neighborhood jerk who never has anything nice to say nor ever lifts a finger to help another. All of these characterizations are from repeated behaviors that result in a level of predictability.

Developing responsible behaviors creates trust with others. You develop a reputation of being responsible by doing what you are supposed to do. Responsible people do what they say they will do. Care for things that are entrusted to you, whether those things are someone ease’s time, money, or other resources. Find ways to increase your competence in areas important in your organization. Be predicable through disciplined responsible behaviors especially when you do not feel like being responsible. All these little steps demonstrate to others you are responsible. Responsible people are trusted by others. You will fail from time-to-time, but as you continue to work on these skills, you find ways to make being responsible, easier. In turn others trust you more. You become responsible simply by deciding you are going to do something a responsible person would do. It is a choice only you can make in any and every situation in life. Make the right choice. Be responsible.

References

• Bossidy, L. & Charan, R. (2002). Execution: the discipline of getting things done. Crown Business. New York, NY
• Brooks, D. (2015). The road to character. Random House, New York, NY.
• Covey, S (1989). The 7 habits of highly effective people. Fireside. New York, NY.
• St. Cyr, C (2021). Trust: the cornerstone of leadership. Blog post. Retrieved from https://saintcyrtraining.com/2021/11/30/trust-the-cornerstone-of-leadership/ on 1/22/24
• Willink, J. & Babin, L. (2015). Extreme ownership. St. Martin’s Press. New York, NY.

(c) 2024 Christopher St. Cyr