Err is normal...

The poet is a faker,,, (Fernando Pessoa) When Pessoa wrote this poem, yet the business is closed with a handshake between the two parties. Pessoa was a time traveler. Was early to his generation and was only understood by succeeding generations, after hard work of those who have not forgotten him. The pretense is one of the elements of portuguese cultural matrix. - I did not see, it did not happen, I was not present! I know nothing! Pretending is a state of normality usually accepted as normal. I mean, who has not missed? Who has never pretended it was nothing to you? I'm not doing customs or values game . I'm assuming that I have already made-believe and also pretended. Only I am transmitting to you the result of increased my self-awareness: I want to change, and no longer done less correct. - But dear friend, "to err is human"! - repeats in my consciousness. In fact, even that is changing. The phrase made with much pretense now combine up: ERR IS NORMAL ....

Make-believe

Some studies emphasize that leaders are key to building trust in organizations, and that trust in leadership is significantly related to a number of attitudes, behaviors and performance results. In their meta-analysis of independent samples, 106 samples, Dirks and Ferrin (2002, p. 618) concluded that trust in leadership was positively related to a variety of outcomes, including job performance, organizational citizenship behaviors, organizational commitment and job satisfaction, while negatively related to intention to leave the organization. In a time of mistrust/distrust, in which even those who have to give the examples can, we have "gotten" performance. Someone responsible has forgotten that trust accelerates business and relationships. The "time for investment" may be more one of "make-believe".

Keep promises, keep trust

The first secret to trust is keeping promises. Trust depends on promise and fulfillment or what lawyers call contracts. Few realize that corporate profit and loss statements consist of promises not money. To build trust we also must be willing to make promises and this is the second step. One of the most difficult management challenges I ever encountered was getting others to use goal language. We often assume that if we don’t make promises we will never have to worry about breaking them. The third secret to establishing trust is to under commit and over deliver. Over promising is the flip side to under promising and just as damaging. Negotiating up front is far more effective in creating and maintaining trust than the inevitable excuses that arise when a promise is not fulfilled.

Trust and not only

To build trust between people, each one must have credibility based on honesty, sincerity, respecting and earning the appreciation of the other, in consistency, doing what we say we will do, and trust in us and in others. What does it mean to be reliable? Means look out, taking into account the others apart from yourself. Credibility takes a lifetime to build but a simple indiscretion is enough to destroy. It takes great leadership and many followers to believe in it for an organisation to promote confidence. She is one of the most difficult to cultivate fundamental values in any organizational culture. Trust also answers the question whether each of us one is reliable and/or believable. In addition to the honesty, sincerity, consistency and confidence, competence, also care (love), justice and integrity build reliability/dependability. The absence of any one of these can destroy trust. It takes a very straight and focused leadership to build mutual trust in any organization.