Addressing low trust in a relationship is a challenging issue. As soon as the “t” word—trust—is mentioned, emotions start to rise, defensiveness climbs, and people begin to feel uneasy about where the conversation is headed.
When I conduct workshops on building trust, participants often ask me for advice about how they can tell someone they don’t trust them. That’s because trust is not a topic most people are comfortable talking about, and few are equipped to handle a trust conversation in an objective, productive, and respectful way that strengthens the relationship rather than tearing it apart.
The key to addressing a lack of trust in a relationship is to not focus on trust itself, but on the behaviors causing low trust. In fact, as a general practice, I recommend trying to avoid using the “t” word completely during the trust conversation. By focusing on behaviors, you and the other person can zero in on what you can control; how you treat each other.
But how do you do that? How do you convey to someone you don’t trust them by only talking about behaviors? There are three basic steps:
- Diagnose which element of trust is low. Before you can even begin to discuss specific behaviors causing low trust, you have to diagnose which element of trust is being eroded. That’s because trust isn’t a one-dimensional concept. Research shows that trust is made up of four elements: competence, integrity, care, and dependability. Depending upon the context and nature of the relationship, some elements may be emphasized more than others, but all are still important and needed to some extent. For example, competence, integrity, and dependability may be more relevant in the relationship with your auto mechanic, while demonstrating care may be less so. You want to make sure the mechanic is knowledgeable about fixing your car, charges you a fair price, and completes the work on time. Although care is less important in this context, if the mechanic is rude and treats you disrespectfully, it may cause you to wonder if he/she truly has your best interests in mind and therefore erode your trust in him/her.
- Identify the specific behaviors causing low trust. When you feel you don’t trust someone, it’s rarely a situation where you distrust everything about the individual. It’s almost always one or two key behaviors driving the erosion of trust in the relationship. Once you’ve diagnosed which element of trust is low, you can then narrow down the behaviors causing the gap in trust. For example, let’s look at dependability. People are dependable if they behave in ways that show they are reliable, responsive, and accountable. Those kinds of behaviors look like meeting deadlines, following through on commitments, being readily available or getting back to you in a reasonable amount of time, and holding themselves accountable for the results of their commitments. If you are experiencing low trust with a colleague because he/she isn’t dependable, you’ll close the trust gap quicker and easier by getting crystal clear on the behaviors causing low trust and how you can fix them.
- Provide feedback on the behavior. Giving feedback to someone is a moment of trust in the relationship. It’s an opportunity to either build trust or erode it, so it’s important you approach the situation with a clear purpose and plan in mind. Once you’ve diagnosed which of the four elements of trust is being eroded, and narrowed down the specific behaviors causing that erosion, the next step is to provide feedback on those behaviors and develop a plan for strengthening them moving forward. Focus the conversation on the behaviors the person can control and change moving forward, not on general personality traits or characteristics. Resist the urge to over-generalize or soft-pedal the feedback. Be descriptive, specific, and describe the negative impact resulting from the behavior, but also assume best intentions on the part of the other person. Finally, keep the conversation focused on problem solving the troublesome behaviors and moving forward in a productive way. Using our previous example of addressing a trust gap caused by someone’s lack of dependability, the feedback might sound something like: “Sarah, we need to discuss the weekly project status reports. You’ve missed the Friday deadline the last three weeks, and as a result, the executive team has had an incomplete picture of the overall project status for their Monday meeting. I’m concerned because this isn’t normally like you. Can we talk about what’s been going on and figure out a plan to make sure we get this corrected?” In this example, without using the word trust, you’ve addressed the behaviors causing low trust with Sarah and have begun to put a plan in place to rebuild trust moving forward.
No one considers themselves to be untrustworthy, so to flat-out tell someone, “I don’t trust you,” will usually lead to damaging the relationship further and make the recovery of trust all that harder, if not impossible. But by diagnosing the elements of trust being eroded in a relationship, identifying the specific behaviors at the root of the issue, and discussing ways to address them moving forward, you can get trust back on track while preserving and growing the relationship.
When trying not to break the relationship by any meaning you have but you know or at least doubt on the outcome, the “border line” is very thin. I think, no one of us might reject and object with solid denmostrated behaviours we know we have, the reasonable doubt. Thank you, great advise
Thanks for the article.As I remember in your book”helping people win at work”the only way to control things is by being able to measure them so the first step in “trust” is to measure it ;which part is best, which is good which needs repair and then by telling the positives we can start and then remind the weak points politely, just by doing so, we can make the win-win conversation without any heartrending quotes.
Thank you for taking the time to comment. I agree with the importance of measurement, and in this case, you can assess the level of trust by analyzing the four key elements.
Great and helpful article and I like your comments about measuring it positively
The comment was for a reply dated May 20, 2018
This is excellent, Randy.
Thanks Bob, I’m glad you found it helpful.
Reblogged this on Gr8fullsoul.
How do you love and work on “trust” when behaviours doesn’t change? When you can’t expect people to change.
That’s where the rubber hits the road, doesn’t it? Ultimately, a person’s level of trustworthiness is displayed in their behaviors. A person can’t claim to be trustworthy if their behavior consistently demonstrates they aren’t. At that point, you, as the “trustor,” have to decide if you want to trust them, and if so, how much and in what circumstances. My work and experience has shown that people are rarely untrustworthy in ALL aspects of their lives. They usually struggle with one or two of the four elements of trust (the ABCD’s of trust), not all four. So the key becomes “trusting smartly” – knowing when and where you can trust someone to be trustworthy. If we continue to trust people in areas where they’ve proven themselves untrustworthy, we will continue to be disappointed.