Competence trust is the ability to perform job responsibilities. Involving others, seeking input and helping people to learn new skills are behaviours that build competence trust.
When a leader does not trust their employees, they tend to micromanage and fail to delegate appropriately. As a result, people don’t free feel to use their skills and knowledge, often feeling discounted or robbed of opportunities to grow and develop.
Competence trust is enhanced by helping people learn new skills. ‘When I help my employees learn new skills, I am investing in their competence and the capacity of my team. Everyone benefits, and the team’s competence increases.’
Behaviours of competence trust
There are four behaviours of competence trust, described below.
- Acknowledge peoples’ skills and abilities
Respecting the skills and abilities of others allows them to use their existing talents to learn new skills to accomplish the goals they were hired to accomplish.
- How do you encourage others to utilise their knowledge, skills, abilities and experience to achieve goals and meet responsibilities?
- Allow people to make decisions
When you can, give people the freedom and flexibility to make decisions, particularly those that affect their jobs and their lives.
- What factors do you consider when deciding to allow people the freedom and flexibility to make decisions?
- Involve others and seek their input
Let people make a contribution; foster ownership, and challenge thinking for better decisions and effective implementation of solutions.
- How do you draw upon people to make a contribution to key decisions or strategic initiatives and support courses of action?
- Help people learn new skills
Find out what motivates people; invest in them, and develop their potential.
- How are you creating a safe environment that fosters growth and builds expertise in your team and/or organisation?