Building Trust at Work 在工作场合建立信任

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Building and maintaining trust takes time and effort - one wrong move can quickly destroy a trustworthy reputation

建立和维护信任需要时间和精力 – 一个错误的举动会很快毁掉一个值得信赖的声誉

What is trust?

什么是信任？

Trust can be described, depending on the context, as an act of willingly handing overa measure of control to another person, or entity, without any form of guarantee, safety net, or binding contract in place to ensure any return. Trust is a leap of faith based on human optimism.

在任何情况下，都可以用信托或担保的方式来描述另一个实体的安全，也可以说是一个不受任何约束的实体。信任是建立在人类乐观主义基础上的信仰飞跃。

There is real power in being trust worthy - the more we trust, the more we are trusted and the more we look out for others, the more they look out for us. Trust grows when both leaders and employees relate, and commit, to the mission of an organisation; however, what motivates people within an organisation will decide what level of trust can realistically be achieved. Without trust as a common currency, people can not fully collaborate, bonds are weaker, and productivity suffers.

值得信赖有真正的力量 – 我们越信任，我们就越被信任，我们越为他人着想，他们就越为我们着想。当领导者和员工都认同并致力于组织的使命时，信任就会增长；然而，在组织内激励员工的因素将决定实际能够达到何种程度的信任。没有信任作为共同的货币，人们就无法充分合作，关系也就更弱，生产力也会受到影响。

There are three distinct types of trust. Reciprocal, or mutual, trust is where people promote each other’s interests out of love, duty, or just enlightened self-interest (business partnerships and marriages are examples of this). Atthis highest level of trust, overall performance can exceed the best efforts ofany individual team member and shared goals are achieved faster.

信任有三种不同的类型。互惠或相互信任是人们出于爱、责任或开明的私利而促进彼此利益的地方（商业伙伴关系和婚姻就是其中的例子）。在这种最高的信任水平下，整体表现可以超过任何团队成员的最大努力，并且更快地实现共同的目标。

A more common form of reliance on others is representative trust, where by trust is handed over with the expectation of it being honoured in return. In a team environment, this makes the specialisations needed to achieve complex goals possible.

另一种更常见的依赖他人的形式是代表性信托，即信托是在交付信托的同时期望得到回报。在团队环境中，这使得实现复杂目标所需的专业性成为可能。

The final category, pseudo-trust, is not a true form of trust, but merely the temporary combination of self-interests with those of others. This form tends to be the least reliable and is only stable while these interests stay aligned.As a generally short-term situation, it almost inevitably leads to eventual conflict.

最后一类，伪信任，并不是真正的信任形式，而仅仅是个人利益与他人利益的暂时结合。这种形式往往是最不可靠的，只有在这些利益保持一致的情况下才是稳定的。作为一种普遍的短期局势，它几乎不可避免地导致最终的冲突。

Building trust inside your organisation

在组织内部建立信任

As a manager, there are a number of strategic behaviours and options for building and reinforcing trust with peers and subordinates:

作为一名管理者，有许多战略行为和选择可以用于与同事和下属建立并加强信任关系：

Integrity - matching words with actions and demonstrating the way business is to be done, as well as the way you want others to be treated. It is important to avoid double standards by not pretending to have  virtues or competencies you do not possess, and, to cement trust, it is always better to promise less and deliver more.

诚实 - 言行一致，展示给别人并让别人看到你处理的事情将要被完成，以及你希望别人怎样对待你。避免双重标准很重要，不要假装拥有自己不具备的优点或能力；为了巩固信任，最好少许承诺，多做承诺。

Respect - nothing gives better returns for team building, employee satisfaction, and general momentum than advocating the best interests of the people you work with. It is important to note that showing respect is not the same as just being nice - real respect is empowering others, giving them feedback, making time for their concerns, and expecting them to deliver their full potential.

尊重   - 没有什么比倡导同事的最大利益更能促进团队建设、员工满意度和总体动力。值得注意的是，表示尊重并不等同于仅仅表现出友善——真正的尊重是赋予他人权力，给予他们反馈，为他们关心的事留出时间，并期待他们充分发挥自己的潜力。

Empowerment - allow people a chance to prove they can take on more responsibility. Low - trust organisations focus on keeping people back through fear of them upsetting the status quo, or highlighting managerial inadequacies. High-trust organisations focus on empowering people to reach their full potential.

赋权 - 让人们有机会证明他们可以承担更多的责任。低信任度的组织过于担心人们会扰乱现状或突出管理缺陷，这往往会阻止他们发挥能动性。而高度信任的组织会关注于赋予人们充分发挥潜能的能力。

Measurement - define what success actually looks like and set clear expectations. Without clarity over outcomes, nobody can be accountable. Without a clearly definedvision, accountability fails and trust declines.

权衡 - 定义成功的实际情况，并设定明确的期望值。如果没有明确的结果，没有人会觉得有责任感。如果没有明确的愿景，责任就会失效，信任度就会下降。

Mission - people want to own the reason for their work, so make your mission inclusive by finding something that all stakeholders can willingly buy into. Missions are much more than just having a standard mission statement - articulate how your people canbe respected members of a winning team which is doing something meaningful.

任务 - 人们想要拥有他们工作的理由，所以要通过找到全部利益相关者都愿意接受的东西，让你的任务具有包容性。任务不仅仅是有一个标准的使命宣言—  清楚地说明你的员工如何才能成为一个成功的团队中的一员，而这个团队正在做着一些有意义的事情。

Communication - be determined to share the facts with everyone - simply, persuasively, thoroughly,and honestly. Use any setbacks as an opportunity to build trust and show respect for your colleagues by telling them.

沟通   - 要与每个人分享真实的事—简单、有说服力、彻底且诚实。利用任何一个挫折经历作为机会，通过讲述它来建立起信任并且表达对同事的尊重。

Discussion - embrace respectful disagreement. The difference between a dysfunctional business and a high-trust organisation is not if there is conflict, but how it is dealt with.Act as a mediator, not a judge, and listen to team members without any personal agenda. When others are allowed to speak, trust grows.

讨论 - 接受带有尊重的分歧。功能失调的企业和高度信任的组织之间的区别不在于是否存在冲突，而在于如何处理冲突。充当调解人来协商，而不是法官来判对错；倾听团队成员的意见，而不是任何个人议程。当别人被允许发言时，信任就会增加。

Humility - self-promotion and power-hoarding by managers destroys trust. Celebrate achievements of others openly and never miss a chance to acknowledge and thank people. Be specific, besincere, give details, and do it in front of their peers - gratitude is essential to trust.

谦逊 - 管理者的自我推销和权力囤积会使信任遭到破坏。公开地庆祝别人的成就，决不错过任何一个承认和感谢别人的机会。要具体，要真诚，要详细，要在同侪面前做到-感恩是信任的关键。

Negotiation - assume all conversations are part of in an ongoing narrative. Every conversation andnegotiation can either advance, or destroy, trust; build a reputation for fairness, to deepen trust among all members of the team.

协商   -  假设所有对话都是正在进行的叙述的一部分。每一次谈话和谈判都可以促进或破坏信任；为了加深团队所有成员之间的信任，要建立起公平的声誉。

Building trust outside your organisation

在组织外部建立信任

Gaining trust is only part of the equation; you must also have the ability to show youare adding value and offering solutions. Trust enhancing strategies include:

获得信任只是其中的一部分，你还必须有能力证明自己在增加价值并提供解决方案。增强信任度的策略包括：

Client focus is practiced for the sake of the client - approaching clients in a fundamentally different way, i.e. as consultants dedicated to outcomes and customer serviceprimarily beneficial to them, not you. Build trust by showing you have their interests at heart.

以客户为中心是为了客户的利益 - 以一种完全不同的方式接近客户，即作为专注于结果和客户服务的顾问，主要是对他们有利，而不是你。通过表明你把他们的利益放在心上来建立起信任。

Medium to long-term focus on relationships, not transactions - thinking long-term makes both parties think in terms of equity, win-win or lose-lose, rather than a conflict-based win-lose or lose-win. Build trust by thinking ahead.

中长期的聚焦于关系维系，而不是交易过程 - 长期思考使双方从公平角度思考，双赢或双输，而不是以冲突为基础的输赢。通过提前思考起建立信任。

Create a habit of collaboration- genuinely seek to work together with clients, with each of you bringing to the process everything needed forthe best possible solution. Collaboration builds trust.

培养协作的习惯- 真诚地寻求与客户合作，让你们每个人都能为最佳解决方案带来一切所需要的东西。合作可以建立起信任。

Transparency in all things - being transparent shows you have got nothing to hide, you distinguish yourself by doing it, and build trust.

所有事情都要透明 - 透明表明你没有什么可隐瞒的，你可以通过提高透明度来区分自己，并建立起信任。

Be curious about people - people are drawn to those whoshow real interest in them, who they like and trust, and are comfortable with.

保持对别人的好奇心 - 人们会被那些对他们表现出真正兴趣的人所吸引，他们喜欢并信任他们，并且与他们相处融洽。

Be consistent - trust is dependent upon showing clients thatyour behaviour is consistent and persistent over time. If they can predict your behaviour, they are more likely to trust you.

始终如一 - 信任依赖于向客户展示你的行为是一致的和持续的。如果他们能预测你的行为，他们就更有可能信任你。

Have a genuine dialogue - every meeting should be conversation based, with at least half of every customer encounter spent listening.Build trust by showing that you really hear what they are saying.

进行真正的对话 - 每次会议都应该以对话为基础，并且每次客户会面至少有一半时间都在倾听。通过表现出你真的听到他们在说什么来建立起信任。

Finally, it is important to remember that building and maintaining trust in a business environment is a constant and continuous process. In this respect, it may be compared to tending a garden containing delicate plants. Diligent care and effort over time can lead to brilliant results. Neglect inevitably means trust,and your own reputation for trust worthiness, will wither and die.

最后，要记住，在业务环境中建立和维护信任是一个持续不断的过程。在这方面，它可以被比作照料一个有着精致植物的花园。勤奋的关心和努力会带来极好的结果。忽视会不可避免地意味着信任，而你自己建立起的值得信赖的名声，也会凋谢和消亡。

If you are interested in further developing your knowledge on building trust at work , or other leadership and management skills, please contact us to discuss our range of market tested, fully customised training programs.

如果您有兴趣进一步拓展您在如何在工作场合建立信任这一方面的知识或其他领导与管理技能，请与我们联系，一同探讨我们经过市场测试的全定制培训计划。

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Contact (English & Chinese):

Charlie He - Managing Director, BM Consulting (Shanghai) / Head of Centre, City&Guilds China Centre

Tel: (+86) 186 2187 6930

Email: charlie01@bmconsulting.cn

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About us:

        BMC Partnership总部位于上海，作为中国和海外的国际认证职业培训项目的专业合格供应商和咨询顾问，拥有数十年的国际经验。

      目前，我们提供City & Guilds商务支持（Business Support)三级文凭（4475-13），为中国大陆的职业高中、高等院校和跨国企业，以及私人商业等领域的专业人士提供商业技能培训。

Based in Shanghai, BMC Partnership has over a decade of experience as a specialist qualified provider and consultancy for internationally accredited vocational training programs in China and overseas.

Currently, we offer City & Guilds Level 3 Diploma in Business Support (4475-13), providing vocational business skills training to China Mainland vocational high schools, colleges, universities, and multinational enterprises, as well as for private business professionals.