Filling the Gap: Trust and Suspicion

Trust is a very important issue every person in an organization – whether it’s a corporate enterprise or a non-denominational church in Dubai – must have. However, not a lot of people are applying this trust right, as it is usually misunderstood or too easily defeated.

In order for you to know what it’s truly like to be trusting of your coworkers, your superiors, as well as your subordinates, it’s important that you know more about what the word truly means first.

Expectations, Reality, and Disappointments

There will always come a time when the people within your organization will fail to deliver what is required and expected of them. Whenever they do, there will be a gap between our expectations and the reality of their failure.

As coworkers, superiors, or subordinates, whether unconsciously or purposely, we fill that gap with things that can erode our confidence in that person, and in turn the entire organization. Thankfully, there is one thing that we can fill the gap with and instead strengthen the person to not do the same mistake again, and ultimately help build up the group. That would be trust.


The problem with us, however, is that we are not ones to readily give away trust, so instead we fill the gap with suspicion. This causes us not to believe any reasons the person who has failed us says no matter how valid and supposedly understandable they may be.

It’s not that people choose to not believe in others; it’s just that they have been raised to be untrusting of those around them. It could be because their caregivers or authority figures when they were young weren’t trustworthy, because they just happen to be untrustworthy by nature, or because they do not believe that a particular person is not worth their trust because he has failed before, or even worse – do not trust them to begin with.

And since they fill the gap with suspicion, the organization becomes a lot more vulnerable to collapse, as there will be people that you will choose not to believe in.

Filling the Gap: Trust’s 3 Commitments

Therefore, instead of filling the gap with suspicion, like what most of us automatically do, we should fill it with trust. And when you do, you need to keep in mind these three things:

You Choose to Trust:

When you choose to trust, you choose to believe in a person. And when you believe in a person, you empower him or her to do the right thing.

Come to That Person’s Defense:

When what the person you trusted delivered less than what is expected of him or her, you should directly ask that person what happened, as proof of the trust you bestowed upon him or her.

Confront the Person:

If the person has been repeatedly failing the trust he or she has been granted, it’s only right that you confront that person in order to restore that trust.

Trusting is never an easy task, but it is an important one if an organization is to thrive. After all, people don’t expect to rely on anyone that isn’t trusted, and at the same time they don’t wish to support anyone who doesn’t trust them.

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