You may know the HR saying, ‘Hire for attitude, train for skills.’ Our own Sandy Styer reminded me of that the other day.
I’ve written before that trust is an asymmetrical relationship between one who trusts, and one who is trusted. (Most recently, in Why Trust is Assymmetrical, and What that Means for Trust Strategies).
Since 2000, when The Trusted Advisor came out, I have autographed my books with the simple phrase, “May you trust—and be trusted.” They are not the same thing.
Trust, Trustworthiness, and Trusting
Uslaner writes mainly about trust. Steven Covey Jr writes mainly about trusting. I have tended to write mainly about trustworthiness, and something about the interplay between the two (see The Dance of Trust.)
But I have to confess, the insight expressed in the title of this blog didn’t really come to me until I connected the HR insight and Uslaner’s work.
Uslaner eloquently makes the point that there are two kinds of trust. There is the kind you read about every day in surveys and headlines about ‘trust in Wall Street down last month,’ or ‘most trusted brands decline compared to internet,’ or ‘Obama’s trust rating down 10 points in 3 weeks.’ That kind of trust is pretty short-term, situational, and closely resembles things like reputation, brand image and customer loyalty.
There is another kind of trust: what the academics call social trust. That kind of trust is literally learned at home in our childhood. It doesn’t change rapidly or easily, is maintained in the face of specific events; it is, as Uslaner so correctly claims, in my humble opinion, a moral value. And it is that kind of trust–or its absence–that undergirds civil society.
Hire for Trustingness, and Train for Trustworthiness
How does one become trusted as an advisor, a salesperson, and internal advisor, a consultant? The short answer is: be trustworthy. How do you do that? Read my blogs and articles for the last 2-3 years, or buy my books.
But how do you create an organization that lives on trust? How do you create a trustworthy people-creating organization? How do you lead and manage a business that runs itself on trust principles?
There are a number of answers, but it may be that number one in that list is: hire people who learned that deeper attitudinal moral value of trust at the age of 3 or 4. Hire trusting people. Hire people who know how to trust, and are not afraid to do so.
Hire people who treat trustingness as a moral value. Because that is hard to teach.
Get an organization full of high-trusting people, and you have amazing potential. Such people can quickly ‘get’ the skills of trustworthiness. By being surrounded by others they trust and who trust them, they get a lot done.
By contrast, high-trusting people may not be changed by low-trust organizations—but they’ll leave. And low-trust people likewise may not be changed by high-trust organizations; but they’ll be a drag on things.
I’ll be writing much more on this. For now, the catch-phrase is:
Hire for trustingness, train for trustworthiness.