Page 306 - ILIAS ATHANASIADIS AKA RO1

On the positive side, trust makes people feel eager to be part of a relationship or

group, with a shared purpose and a willingness to depend on each other.

When trust is intact, we will willingly contribute what is needed, not just by
offering our presence, but also by sharing our dedication, talent, energy and

honest thoughts on how the relationship or group is working.

One dictionary definition of trust is “feeling safe when vulnerable.” When we
depend on a leader, family member or friend, we can feel vulnerable, and we

need trust to manage the anxiety of this feeling.

When trust is present, things go well; but when trust is lost, the relationship is at
risk.

If the level of trust is low in a relationship or organization, people limit their

involvement and what they are willing to do or share. They might think to
themselves,

“This is all you deserve,” or, “This is as all I am willing to give.” In contrast,

when the trust level is high, people reward it by giving more.

But, more often than not, people feel that their distrust is not safe to share. So a
leader or loved one may be slow to discover that they have lost a person’s trust.

The hiddenness and personal nature of trust can be a problem for relationships,
teams or organizations. How can you fix something that is not expressed or

shared? How do you even know that trust is lost?

Paradoxically, there must be at least a little trust in order to discuss its lack and
make attempts to rebuild it, while if the loss of trust remains unaddressed, the

relationship will grow more and more distant.

Trust is often related to leadership and power, but it is not a given. To be
effective, a leader must earn the trust of his or her constituents to ensure their

participation and allegiance.