Dare to trust

I think we all know by now that the name of the game in 2016 is TRUST. More and more companies emerging are based on an assumption of trust – AirBnB, Uber, GoMore, Lyft. Several companies are providing trust index services to let you know, who you can trust and who you probably shouldn’t trust. (Glasdoor, Trustpilot, Yelp, Tripadvisor.)

Platforms such as Twitter, Facebook, Twitter and LinkedIn are providing a tremendous transparency pushing companies and individuals alike to increase focus on integrity, walking the talk, and sticking to your word – because we all know that anyone with a keyboard can tell their customer/employee experience online to the world and the empathy tends to go to the more trustworthy party, regardless if this is the ‘truthful’ side of the story.

This moves us in to an era that makes subjective, personal feelings a real and accepted factor in decision-making. Even in areas, where you would expect decisions to be based on facts, figures and relevant data, we see the rising importance of trust and people’s individual, subjective experiences increasing the complexity of doing business even further.

We are seeing it right now in the US election, where in many ways the opposition between fact-based and emotional decisions has been taken to the extreme.

I am sure the balance is to be found between facts and feelings. Trust is undoubtedly an important, undeniable factor in decision-making. There was a time when we pretended that feelings had no business in business, however, we all know that the truth is, people do business with people. People equals feelings, subjectivity and ‘irrational’ emotions.

Denmark is ranked #1 on the Happiness scale, and we’re the most trusting people in the world. Most researchers tell us that our high level of trust comes from our tribal-like culture, where everyone have the same frame of reference and are in fact very similar.

The better we understand each other the higher the trust. The higher the trust the faster we can reach results together. So how does this apply to high diversity teams? How do we get to the point of trust with complete strangers? People who come from a different cultural background, from another generation, have a different education, opposite gender, another belief system?

I am curious to see how the dynamics of facts and feelings in building trust will impact the way we develop people and decision-making skills in our organizations to support people in keeping their balance. How will we train our managers to keep an open mind to trust both their instincts, as wells as the data?

As the pace only seems to get higher, it becomes increasingly difficult to trust your gut. Information is coming at us at an ever-increasing rate from even more sources, making all sorts of noises and distractions. We are pinged, dinged and buzzed from we wake up till ‘night shift’ mode turns on. And yet, as the data seems to be piling up, feelings seem to have an increasing currency, when we make up our minds. So what do you trust? Facts or feelings? Or do you find your balance in the midst of chaos?

Can’t wait to get your input on this. Please pitch in below….

(This was originally posted on LinkedIn on October 18, 2016