Trust, how to make it real, more than a buzz word!

CSM Michael J. Uhlig — Sun, 23 Nov 2014 16:22:11 -0500

Give me your thoughts. How do we "really" develop trust amongst our unit (in a garrison environment)?

I believe there are a couple levels of trust (please let me know what you think).

Professional trust (gained based on your position to with an expectation that you will make the right decisions for the unit and those assigned to the unit).

Personal trust, which is gained by various ways, one way is through shared hardships. Many times when we deploy together we become very close to one another as we spend a lot of time together and we "really" depend on each other to have each others back. Another example of personal trust is what we have between our siblings/families.

Response by LTC Private RallyPoint Member made Nov 23 at 2014 4:43 PM

LTC Private RallyPoint Member — Sun, 23 Nov 2014 16:43:51 -0500

Do what you say. That is first step. Second is to show genuine interest in your Soldiers and follow up with their issues or happy events such as births.

Response by 1SG Private RallyPoint Member made Nov 23 at 2014 4:50 PM

1SG Private RallyPoint Member — Sun, 23 Nov 2014 16:50:41 -0500

CSM Michael J. Uhlig, I think there is a third kind of trust...and this is a dangerous kind.

I will call it Charismatic Trust. This is the kind blind trust people develop for others based largely on that person's ability to charm and use their powerful presence. This can work well with the two you mentioned, to strengthen those and it can lead to blind, unquestioning loyalties. The problem with this kind of trust, and the main difference from the other two is the amount of time required.

Both professional and personal trust take time to develop and by doing so, create stronger bonds of trust.

Response by SGM Private RallyPoint Member made Nov 23 at 2014 5:37 PM

SGM Private RallyPoint Member — Sun, 23 Nov 2014 17:37:27 -0500

CSM Uhlig--just as with respect, one has to demonstrate it--to get it. Agree that there are levels of trust--degrees of trust too.

Response by SPC(P) Jay Heenan made Nov 23 at 2014 6:46 PM

SPC(P) Jay Heenan — Sun, 23 Nov 2014 18:46:31 -0500

Regardless of the levels of trust, it has to be demonstrated. I can't really say the trust has to be 'earned' because you don't always have that option in the military. This is especially the case regarding 'professional trust'. Personal Trust is an earned trust.

I think that there may be something to 1SG Private RallyPoint Member idea about 'charismatic trust'. When I first read it, I wasn't sure if I was buying it or not, until I thought about his explanation. I think the 'old school' term used for this is the 'a$$ kisser'. We have all met that individual that 'gets by' because he is very charismatic, but otherwise lazy or a bad leader if you will.

We see examples of each of these when we read about 'stolen valor'.

Response by CPL Rick Stasny made Nov 23 at 2014 7:19 PM

CPL Rick Stasny — Sun, 23 Nov 2014 19:19:00 -0500

I think trust is built up over the course of events, some positive and some not. I believe that you are judged on a daily basis for the example you set and the life that you lead when no one is watching. The soldier, regardless of rank that puts themselves in the midst of any situation, and takes on their share while supporting the others will gain the trust needed to overcome any adversity in the shortest period of time. I say this because I was blessed with several excellent leaders that I trust with my life, even to this day.

Response by SGT Private RallyPoint Member made Nov 23 at 2014 11:18 PM

SGT Private RallyPoint Member — Sun, 23 Nov 2014 23:18:07 -0500

CSM Michael J. Uhlig,

First of all, I want to thank you for shedding light on this topic. It is sad to see how we can agree that it really has become a “buzz word”; a cliché.

How do we "really" develop trust amongst our unit (in a garrison environment)? I think the best answer is formed in the “why”, and then later delivered in the “how”.

WHY:

We have a shared common set of values and beliefs. Anyone, in any formation can define and even expound on them on the spot. An organization’s mission statement on the other hand is often tailored for the eyes of “the powers that be”. This is perfectly understandable because bureaucratic accountability dictates it. However, it is vital for subordinates to understand their self-worth in garrison (just as in downrange) and where they fit in the grand scheme of things. They need to be empowered by trust that flows down. A smidge of trust from the leader to the subordinate is enough to germinate a culture of trust. General George Patton once said “never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity”. We accomplish missions better when trust is at an all-time high.

HOW:

Trust takes time. I have witnessed professional trust damaged and it is nearly impossible to repair. Just as trust starts small and increases with time through positive interactions, trust also decreases with time through negative experiences.

Trust feeds on action (or inaction). What the leader/higher echelon is doing, what is said, and what is promised are all vital stovepipes in which trust is nourished. Credibility and trust is evident when active engagement with the subordinate/lower echelon shapes values, attitudes, and behaviors towards success. As a leader, I know that credibility and trust develops and evolves. I cannot require them of my Soldiers; I have to earn them through what I say and more imprtanlty through what I do as LTC Private RallyPoint Member inferred.

Trust is in people not things. There is a need to move from a management-based emphasis to a leadership-based emphasis on garrison. Leaders cannot gain trust, exercise justice, and have the confidence to be humble when personnel are being treated as a “thing” on a PowerPoint slide. Too much emphasis on management gives out a Machiavellian vibe. The greatest asset is out personnel who will deliver best when led not managed. Leadership is the ability motivate and inspire people; ingredients necessary to cultivate personal trust.

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Reference:

Winston, Bruce E. and Patterson, Kathleen (2006). “An Integrative Definition of Leadership”. International Journal of Leadership Studies. Virginia Beach, VA: Regent University, Volume 1 Issue 2.

Response by TSgt Joshua Copeland made Nov 24 at 2014 8:20 AM

TSgt Joshua Copeland — Mon, 24 Nov 2014 08:20:41 -0500

For me, each "type" of trust is earned by words and deeds matching. To often we are told one thing because it is the politically correct thing to do, but when those same leaders actions go directly against that, it is hard to trust them.

"There will be no more favoritism while I here"...3 months later blatant favoritism with the individuals "smoking buddy." That simple act undermined the person's trust with the unit members.

Response by SFC Private RallyPoint Member made Nov 24 at 2014 1:12 PM

SFC Private RallyPoint Member — Mon, 24 Nov 2014 13:12:28 -0500

I love this topic. We all have your views and lesson learned from different interactions with others on trust. I try to compare the responses from the junior enlisted to the seniors and its very difficult to gain the trust of the your vets. I've talked with several members in my organization this morning from COL down to the SGTs and again its different answers. Our jr guys have more trust and confidense with big Army than with their current level of leadership. Are any of you all in this same situation?

Response by SPC Christopher Smith made Nov 24 at 2014 2:51 PM

SPC Christopher Smith — Mon, 24 Nov 2014 14:51:47 -0500

I do not believe in types of trust. Point blank I trust you or I don't, from there I might trust some people with more or less depending on prior situations. From the jump I trust you as far as I can see you, unless someone I highly trust can vouch for you. Even then there is only a slight bump in intial trust.

What I have seen in the little time in the military is this weird systematic way a thinking that rank equals trust. I do not agree, a tracked history of actions and results, results in trust. You might have done well to get to where you are but what have you done for me to trust me, someone else trusted you that to promote you, I might not know that person.

Solutions:

1) You would be surprised that people don't want a super hero, most people can trust someone who knows their limits. Telling the truth, being humble, and saying I don't know goes far. In Korea there was a SGT (E5) who every junior enlisted member would have gone to war for and with because he was in the mud with us, and told us the truth in every situation. If he didn't know he told us. If he thought what we were do was stupid he told us, but he motivated us by saying," hey I'm out here with you and dealing with it." He gained our trust through humbling himself to our level, and was willing to show that he didn't know everything.

2) We need to revamp the fratenization policy. How do i get to know someone and their issues from a well measured distance? I had a Section SGT who flited with the fratenization line to get to know their soldiers, and because of that they were able to notice the small changes in attitude to prevent major problems much sooner. Lucky for them they never got caught crossing the line, but it was needed to make a deeper connection.

3) Explain why we are doing what are going to do. A new generation is here, you will get them on board much sooner explaining beforehand why we do what we do. At the same time be willing to test new ideas. You junior personnel are much more able then you might be giving them credit for, there might be better ways to get things done. Use their curiousity as a learning experience for everyone. As trust is developed they will ask "why" less, and do more.

These are just a few things I have tried to explain to senior SM's who ask similar quesitons.

Response by SSG Genaro Negrete made Dec 1 at 2014 12:05 PM

SSG Genaro Negrete — Mon, 01 Dec 2014 12:05:25 -0500

Trust always struck me as the basis for everything we do in the military. The operational functions can get so large, professional trust that the other guy/gal is pulling his/her weight evenly can greatly shape interactions, relationships, and overall mission accomplishment.

I know that sounds like something out of an NCOES DL course. A lot of the problems I've witnessed coming up through the ranks often stem from some type of mistrust. Simply being involved in an organization with such a rigid rank structure, you are forced into a position to lend some degree of professional trust to those appointed above you that are giving you your marching orders.

Now comes the tricky part; leaders have to take this initial (professional) trust and turn it into a solid bond that will help facilitate the working relationship. My biggest fear as a SPC was being misused in my skill set based on the decision making skills (or lack there of) of my platoon sergeant. I lacked the basic professional trust to step confidently into the tasks I was assigned. That trust, instead of being non-existent, shifted to my peers. We all worked together to keep issues at our level because of a shared lack of faith in our platoon sergeant. His short comings allowed us to strengthen our bonds as peers.

Professional trust in our line of work can blurr into personal trust. On deployments, we spend up to 24 hours a day staring at the same faces for a year or more. In garrison, this trust is build through shared experiences. The most common event would be field exercises. You find yourself sharing stories of the lack of port-o-johns, or the particular flavors from the field chow. Eventually, you see who is reliable and who is not. These experiences mold your personal opinions on your team mates and leadership. Who is competent, who is an early riser, who puts in 100% and so on. Be it a field exercise or an area beautification detail, shared experiences allow seniors, peers, and subordinates to see what you're made of.

Response by MSgt Jim Wolverton made Aug 15 at 2015 2:47 PM

MSgt Jim Wolverton — Sat, 15 Aug 2015 14:47:59 -0400

Trust is developed up and down the chain by showing your bosses that they can trust you to get the mission done. It's also developed wih your subordinates by showing that they can trust you to take care of them by filtering the BS before it gets to them and showing that you are willing to do the job too. In a technical job like the one I did, it meant occasionally performing inspections to stay proficient and coming in with them on weekends to ensure things that needed to get fixed, got fixed. Even as an E-7, if something needed to get done like gathering trash or moving equipment around when everyone else was more productively engaged, I was happy to do it. My guys trusted me and knew that I wasn't just a paper pusher.

Response by MAJ Ken Landgren made Aug 15 at 2015 4:12 PM

MAJ Ken Landgren — Sat, 15 Aug 2015 16:12:27 -0400

Trust sounds like a good conduit for me.