Trust is a feeling
with the switch – either I trust you or I do not.
Trust can also be a choice. We tend to trust more
those who share our values, have same background or same passion.

Trust is powerful and fragile at the same
time. When you open yourself up
emotionally to someone, there’s always a chance they’ll take advantage of your

So why bother then?

Because, new ideas, new thoughts, new learnings won’t come without passionate
or even emotional exchange of opinions and perspectives. Because, intelligence
and skills cannot reach their full potential in comfort zone. Because, being
mostly comfortable and never taking risks make us inferior, reducing our ability
to create and compete.

When there’s no trust, everyone spends their energy protecting their
own backs. It’s a drain on everyone, and
robs energy from giving your best where you have your best to give.

When you know that somebody has your back, you can go out on a
limb. You can stretch more. You can reach for the sky.

Definition: trust is both and emotional and logical act. We feel
trust as companionship, friendship, love, agreement, relaxation, comfort. Trust
increases subjective well-being because it enhances the quality of your
interpersonal relationships. Trust is also integral to the idea of social
influence. It is easier to influence or persuade someone who is trusting.


Sooner or later, companies discover that they are in the people business.
Trust than becomes the most valuable commodity within all relationships, both
within the company and outside, with clients, customers, suppliers, the entire social

When your customers trust you, they are more likely to buy from you.
When you have their trust, you can boost the value for both of you. Trust comes
as a commitment to quality and excellence, over time.

As usual, everything starts from within and therefore the priority of
leadership should always be to create the
culture of trust encouraging collaboration, ambition and impact.

So, how can we build a collaborative team that trusts each other to
speak their mind and take risks?

Be personal and patient – share your life
stories, identify your personal contributions, spend time on your behavioral
preferences and personality styles, build shared experiences and spend time together

Don’t fear conflict, face
– thrive with
good intentions and give feedback

Trust each other – put effort and produce
high-quality work

Show your vulnerabilities– weaknesses, skill deficiencies,
interpersonal shortcomings, mistakes and help each other

Park your egos – focus on ambitions, improvement
and collaboration over competition with each other and being right

We are born vulnerable,
and as babies, we are completely dependent. As children we trust, and learn sooner
or later that trust can be betrayed. We learn how to protect ourselves by
questioning other’s intentions. As adults, we tend to characterize those who trust
too much as naïve, even less smart.

Fortunately, trust is also
a matter of choice. You can choose who to trust and indulge with your

OSLO/Amela Koluder