Have you ever wondered why some teams function seamlessly while others struggle with every task?
What secret ingredient makes collaboration smooth and effective?
In my experience, trust often holds the key. Without trust, even the most talented teams falter.
Join me in this episode as I explore the foundational role of trust in teamwork and success. I’ll show you how to build trust swiftly and effectively, transforming your professional relationships and outcomes.
Through insightful stories and practical advice, I’ll uncover the three critical components of trust: competence, character, and care.
Whether you lead a team or seek to enhance your collaborative skills, this episode offers valuable strategies to foster trust and achieve your goals.
Episode Highlights:
- Trust’s Fundamental Role
- Trust’s Impact on Relationships
- Challenges in Gaining Trust
- Trust-Building Example
- Three Key Components of Trust
- Competence
- Character
- Care
- Building Perceived Competence
Building trust within your team is not just an abstract concept; it’s a tangible and critical skill that can significantly enhance your professional relationships and success. By focusing on competence, character, and care, you can establish a foundation of trust that leads to more effective collaboration and better outcomes. I hope you found the insights and strategies shared in this episode valuable and are ready to implement them in your own work environment.
If you know friends or colleagues who could benefit from this discussion on trust, please share this episode with them. Together, we can foster a culture of trust and excellence in our professional communities.
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Transcript
Trust – The Fundament To Your Success And How To Build It (Part 1)
[00:00:00] Alexander: Welcome to another episode of The Effective Statistician and this is another short Friday episode. [00:00:10] So today I want to talk about something that is absolutely fundamental to our work and that is Trust. We [00:00:20] don’t get anything in our teams done effectively if we don’t have trust. That is [00:00:30] absolutely fundamental, and you notice this quite fast if trust is absent.
[00:00:37] Alexander: So, if we have If people around [00:00:40] you trust you, they will not follow your advice. If people around you don’t trust you, they will not give you certain [00:00:50] information that they think you shouldn’t have. They will not be open, they will not ask questions, they will not be vulnerable. [00:01:00] They will be really, really hard to work with.
[00:01:04] Alexander: So how do you gain trust? That [00:01:10] is the difficult thing. We all know how to lose trust. That is pretty easy. And unfortunately it happens so fast and much [00:01:20] faster than gaining trust. Now how do we gain trust? People think it takes a long, long time, and so on. [00:01:30] Now, yeah, it can take a long time, but if you know exactly how it works, you can speed up the process incredibly fast.
[00:01:39] Alexander: [00:01:40] Now, As an example, I was working in a company where I needed information from someone, [00:01:50] critical information about some new study results, and I have never met that person before. Additional problem [00:02:00] was that I only had 15 minutes to get that thing because I only had this 15 minute slot with her. So I [00:02:10] only had 15 minutes so that this person gave me the results of the studies that I needed.
[00:02:19] Alexander: Moreover, [00:02:20] That person was known to be very, very restrictive with that. She was eager to keep things [00:02:30] to herself.
[00:02:31] Alexander: And my colleague said, well, you’ll never get that from her. Now I still need it for my [00:02:40] work.
[00:02:40] Alexander: Because I’m. doing leadership training for quite some time, I knew what to do and what to focus on. [00:02:50] So the first thing that I did was, I did some research about that person. Where is she coming from? What are [00:03:00] her concerns? What are her goals? What are things that we maybe have in common? What are.
[00:03:08] Alexander: potentially her [00:03:10] concerns, all these kind of different things. One of the things that I found out about that she was very, very dedicated to [00:03:20] patients and she had potentially some common history with me. She was working in a [00:03:30] company that got acquired by the company I was working at at the time. And I knew some statisticians that were working [00:03:40] in that space.
[00:03:41] Alexander: So, when I met her, I first talked with her about that time. What she was doing at that time, what [00:03:50] she was working on, and whether she knew any statisticians from that company. And we quickly found out that we knew [00:04:00] someone that we both knew. Both worked together and she really appreciated that statistician and I said, well, I know that statisticians [00:04:10] also very well.
[00:04:11] Alexander: We work together quite a lot. We helped each other and through that I already built some [00:04:20] report, some relationship with that person. Another thing that I did was I made clear about what my goals are [00:04:30] and why these are also her goals. That we both had the goal to get this new drug to patients as soon [00:04:40] and as effective as possible.
[00:04:43] Alexander: I also mentioned that I will always take care of the data, that I will not give it [00:04:50] to someone else and all these kind of different things. And that helped me to build this relationship, to build this trust [00:05:00] very, very fast. And within 10 minutes, I had what I needed. This was a start of a very, very fruitful [00:05:10] relationship, working relationship.
[00:05:12] Alexander: And it shows that you can actually build trust very fast. Will it always work [00:05:20] that way? Probably not. But if you know the three most important components of trust, then this will help quite a [00:05:30] lot. And in today’s episode and the next episodes, I will focus a little bit more on trust. So, in the [00:05:40] Friday episodes, our shorter ones, I will focus a little bit more on how you can build trust and what are the three big components.
[00:05:49] Alexander: These [00:05:50] are the three main parts of building competence. And these are competence, [00:06:00] character, So, three Cs. Very easy to remember. Competence, Character, and Care. Now, [00:06:10] the one important thing about it, it is not what you think about these three things. It’s about what the other person [00:06:20] thinks about these three things.
[00:06:21] Alexander: So whether the other person feels that you care for them, whether the other person [00:06:30] thinks that you have character, whether the other person have trust in your competence for [00:06:40] the given task. Of course, well, nobody should trust me to fix their car or, you know, to deal with whatsoever. Yeah. I’m a [00:06:50] statistician.
[00:06:50] Alexander: I’m a leadership trainer. You shouldn’t trust me with programming. I’m a really, really poor programmer. So, of course, competence [00:07:00] plays a first critical role. perceived competence plays a critical role. So how is the other [00:07:10] side understanding competence, that you are competent? Now there’s a couple of different things.
[00:07:17] Alexander: The first is of course your [00:07:20] education, whether you have a degree in statistics, in post statistics, your work experience, how many years you are working in that [00:07:30] area, these kind of things. The second is, of course, any other academic credentials, like you have published and said, these kind of things. [00:07:40] Your whole department and how your department is [00:07:50] perceived as competent will play a major role.
[00:07:53] Alexander: So you can think of it like, The competence of your [00:08:00] department is basically the prior information that the other person already has about competence. And so, the [00:08:10] better the competence of your department is seen, the better. Because then you directly start from a, from [00:08:20] a better prior. And only, When the person gets more information about you, the posterior will basically change.
[00:08:29] Alexander: [00:08:30] Now, there’s a couple of things you can do when you start a discussion, when you meet someone for the first time meet someone. You can talk about your [00:08:40] experiences, your track record, what you’ve achieved, and also what others say about you. [00:08:50] So, So, trust and competence, if it comes from you directly, is one thing, but if it comes from [00:09:00] someone else, it is a completely different thing.
[00:09:03] Alexander: If you can say, well, I had a very, very successful working [00:09:10] relationship with a colleague that the other person also likes and trusts. and that colleague speaks highly about you, about [00:09:20] me, then that will boost trust like nothing else. Well, the only other thing that actually builds trust is, you know, [00:09:30] trust them more if you go through the hard times together and you really help and it’s from personal experience.
[00:09:36] Alexander: But, of course, you can’t have that when you meet for the first [00:09:40] time. In marketing terms, this is called testimonials. Yeah, when others talk about you. [00:09:50] Be sure you have these kinds of testimonials, these kinds of stories that you can bring so the other person [00:10:00] trusts you, trusts your competence. You can also increase competence by training, by [00:10:10] explanations, by these kinds of things.
[00:10:12] Alexander: Because if the other person understands what you’re saying, understands that you can make [00:10:20] statistics easy for them, all these kind of different things, that will also help to build trust with the other person in terms of [00:10:30] your competence.
[00:10:31] Alexander: So, to sum it up here, it is really important that you build trust really fast. And [00:10:40] trust is built based on the perceived care that the other person thinks you do for them, [00:10:50] your character, and the competence. And in the next episode, I will talk a little bit more about the [00:11:00] care side and how you can improve that.
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I want to help the community of statisticians, data scientists, programmers and other quantitative scientists to be more influential, innovative, and effective. I believe that as a community we can help our research, our regulatory and payer systems, and ultimately physicians and patients take better decisions based on better evidence.
I work to achieve a future in which everyone can access the right evidence in the right format at the right time to make sound decisions.
When my kids are sick, I want to have good evidence to discuss with the physician about the different therapy choices.
When my mother is sick, I want her to understand the evidence and being able to understand it.
When I get sick, I want to find evidence that I can trust and that helps me to have meaningful discussions with my healthcare professionals.
I want to live in a world, where the media reports correctly about medical evidence and in which society distinguishes between fake evidence and real evidence.
Let’s work together to achieve this.
