Saturday, February 18, 2006

Breaking Trust: A Tutorial

Trust Breakers

Here is a list of behaviors & traits you should demonstrate, practice and implement at work in order to break the trust of your employer, employees, co-workers and clients :

  • Advance your own interest at the expense of others.
  • Be blatantly and pompously self-promoting.
  • Use inconsistent standards to evaluate employees.
  • Allow some people to break the rules and expect others to follow them.
  • Do not care about performance problems until the time to rate your employee.
  • Enable poor-performers to stay in your organization unchallenged.
  • Pigeon-hole your employees.
  • Take credit of your employee's work.

  • Withold important information.
  • Be closed minded to diverse ideas.
  • Act disrepectfully towards others.
  • Lie or cover up, rather than admit to mistakes.
  • Break promises, or use words cheaply.
  • Betray confidence by saying one thing and doing another.
  • Spin by communicating selective facts, and by lacing tone to imply a different context.
  • Act inconsistently; be incongruent in body language and intent.
  • Have frequent negative interactions with co-workers and subordinates.
  • Hide incompetence by making excuses.
  • Plagerize others' ideas and work.
  • Don't listen to others' opinions then punch holes without understanding the issue completely.
  • Don't teach others to fish, rather bring them the fist.
  • Make people dependent on you for daily work.
  • Be unconcerned about personal needs, be pompous and self-promoting.
  • Don't be humble or meek.
There are surely more ways to break trust and it is fairly simple to do so. Remember, that establishing trust is a time consuming process that requires consistency, congruency and solid principles. Leaders who are meek rise to the top and stay there. Read about meekness in Jim Collin's "Good To Great". Humility and meekness are different attributes, but I think both are equally important. "People with humility don't think less of themselves, they just think of themselves less" - Ken Blanchard and Norman Vincent Peale in the Power of Ethical Management.

The above is synthesized from Fernando Bartalome's "Nobody Trusts the Boss Completely, Now What?" (Harvard Business Review)