- Say what you mean and mean what you say.
- Make decisions based on core values and principles rather than expediency or short term fixes which do not ensure.
- Treat all people with courtesy, sincerity and respect, regardless of their status.
- Care about people, their well-being and be empathetic regardless of context.
- Avoid using people as instruments or stepping-stones for self-advancement.
- Be prepared to be vulnerable, willing to admit your own limitations and mistakes.
- Be accountable and assume responsibility for your decisions and actions. Be more concerned about your own accountability than your “rights.”
- Admit to and apologise for your mistakes.
- Be courageous – confront and take corrective actions when there is a problem.
- Under-promise and over-deliver.
- Always follow through on your promises, no matter how insignificant.
- Always clarify and qualify your promises to make sure that you don’t set up unrealistic or erroneous expectations.
- Take great care to maintain and nurture working relationships.
- Exercise self-control, and remember that an unkind word spoken in anger can cause irreparable damage to a relationship.
- Whenever a misunderstanding occurs, clear it up as soon as possible.
- Give honest but constructive feedback.
- Trust people first until they prove themselves untrustworthy.
- Communicate openly and honestly, and explain your decisions.
- Earn people’s trust by building a reputation for being competent and trustworthy.
Source: Schuman, S 2006, “Creating a Culture of Collaboration”, Jossey-Bass, San Francisco, CA
The willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party (Mayer et al., 1995).
Source: Roger C. Mayer, James H. Davis, F. David Schoorman, The Academy of Management Review, Vol. 20, No. 3 (Jul., 1995), pp. 712