Trusted Advisor

The key to be successful as a professional isn’t your expertise, your hard skills nor your experience. But it’s the skill to build trust with clients and colleagues.

This trust opens the door in order to share your knowledge and skills and to give advice.

Origin: The Trusted Advisor

This model is based on the taught of mind of Maiset and Galford, The Trusted Advisor, and McGraw-Hill, Trust-based Selling.

It’s a model that shows the components of trust.

The Formula for Trust

The model describes the variables who commonly describe the level of trust. Trust is an essential part of many good relations. Private as well as business relations. Trust is a bilateral relation between two persons (or a person and an organisation where we have to address that people almost never trust the organisation itself, but the person whom they have a relation with). The one trusts, the other is trusted.

This formula applies for the one who wants to be trusted by the other one. Despite that trust is maybe one of the most ‘intangible’ subjects, this formula gives a grasp to this phenomenon.

In this formula trusts consists of 4 variables:

  • Credibility
  • Reliability
  • Intimacy
  • Self-centeredness / ego

The principles of Trust

In order to support a good creation process, it is important to be aware of a number of principles of trust. The way we act is based on our conviction. This conviction is at his turn determined by our standards, values and principles.

You can’t ‘fake’ building trust. If you betray your own standards and values, you will soon be exposed. There are a few principles who should be taken into consideration:

  • Focus on your partner: a sincere focus on the other one. So not for your own gain. Customer-oriented is such a term that we often encounter with organisations. The underlying motives are often from financial and economic nature for those who actually want to be trusted.
  • Focus on collaboration: the win / win idea. There must be a strong will on both sides to set common goals and to realise them.
  • Focus on a long-term relationship: the perspective for the relationship should be middle- or long term. The focus on making a (one-time) quick deal will not encourage trust building. The idea that in the long term joint success can be achieved several times is indeed food for trust.
  • Focus on transparency: transparency, openness and honesty sow a strong breeding ground for trust. It increases credibility and lowers self-directedness.

What can you do with it?

Be aware of the fact that building trust is not a trick you can learn. Building trust only has a chance of success if it comes from within, based on conviction, standards, values and principles. If not, there will always be a moment when trust built up slowly will disappear in a blink of an eye. Stay authentic.

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