Group Punishment

June 30, 2013

Child punishmentIf you have siblings, you remember the drill very well. Your mother comes in and says, “Who knocked over the lamp in the living room?” Of course, nobody knows. She looks around at the children, and each of them is playing dumb. Since she cannot determine whom to blame, she announces the punishment, “Then none of you will get dessert for the rest of the week.”

Group punishments for the sins of a single individual are more common than we think. It happens in the military on a daily basis. If nobody owns up to a misdeed, the entire platoon is penalized with the same punishment as the single guilty soldier would have received. The logic is that one person really is guilty, and the remaining people are guilty of covering up for him, so everyone suffers equally. The leverage is that it puts peer pressure on the guilty person to fess up. In some cases the ploy works, but in others the group solidarity is strong. In the end, the group will find other ways to punish the guilty individual that are not always obvious.

In our society, government has a similar tendency to punish the masses for the sins of the few. It has led to numerous infringements on privacy, like red light cameras, the TSA ordeal we all undergo when trying to get on a plane, gun control, and countless other well-meaning laws and policies that are meant to save the many from the excesses of the few.

Here is another example of the government punishing everyone for the sins of a few. Every publicly-owned company has been forced to spend large sums of money in order to comply with the Sarbanes Oxley Act. This extra cost is a direct result of some high profile unethical corporate abuses by a few corporations over a decade ago. All publicly-owned companies suffer for the prior sins of a few defective organizations and their leaders. This suffering is a lot more than meets the eye, because organizations outside the USA are not saddled with a Sarbanes Oxley Act, and have a competitive cost advantage.

You can see the same pattern in organizations. The boss notices that an individual is leaving work early a couple times a week, so he issues a reminder of hours of work for the whole organization. This leads one cynical employee to blow a bugle at quitting time to let people know when it is time to go home.

It is natural to want to fix the problem when trust has been broken, but we need to ask what price we pay when so many aspects of daily life are regimented and people are forced to pay for the mistakes of others. Does it make people want to be less accountable for their own actions? Does it demotivate them by stifling creative instincts? Does it discourage them from taking risks? Is it fair?

I think of what the world would be like if we did not have a tendency to punish the many for the sins of a few. What would happen if we encouraged personal responsibility and building trust and transparency by reinforcing candor. It would be a different place for sure. When you ask your children who broke the lamp in the other room, one of them would say, “I did, Mommy, and I am sorry.” It would be a kinder, gentler world with far fewer dumb rules we have to follow because a few unscrupulous people cannot be trusted to do the right things.


Making Values Have More Value

May 25, 2013

square dealA vital function of leadership is to instill a coherent set of values in the organization. Notice I did not say the function is to “articulate” good values. Too many leaders believe the job is done when there is a set of values hanging on the wall. Unfortunately, that attitude does more harm than good because any hypocrisy in living the values ends up undermining the whole concept.

Leaders need to exemplify the values and talk about them at every opportunity for them to become firmly planted into the hearts of the organization’s people. Here are some tips that can make your values shine and create a foundational bedrock for the work of your business.

Create the values together

Values do not come from one person. They are aggregated into being through a process of creation and selection. There are literally thousands of values one could choose. Words like integrity, loyalty, respect, trust, and flexibility are frequent choices. Less often used, but equally effective are words like honor, dependability, family, innovation, and transparency. It is important for people in the organization to participate in the crafting of a master brainstorm list and the voting on how to winnow the list to a vital few.

Don’t have too many values

To be most helpful, values must reside in the hearts of the population and be simple enough to remember. It is a mistake to have a dozen or more values for an organization. Few people will be able to remember the entire set. I recommend five values, or six at the most. These will form the core of why we do what we do. Then it is a simple matter of doing a pareto vote to cull out the less important candidates from the longer list.

Talk about the values

Make sure everyone knows the values by communicating them at every possible opportunity. Say things like, “We have decided to admit our mistake because one of our core values is transparency.” As people hear a value reinforced every time it is modeled by leaders in the organization, it becomes stronger and more useful to the business.

Reinforce people who point out inconsistencies

If an action or decision does not appear to be consistent with a stated value, it is important to encourage and reinforce employees who point out the apparent contradiction. If employees are stifled or punished when they voice concern over a possible lapse, then they will clam up, and the values will quickly lose their potency for the organization. If people are rewarded for bringing up concerns, then the values will spring to life and remain vibrant.

Allow infrequent changes

Values form a bedrock for the actions of a community. It is important that these statements of intent have stability, and yet it is a mistake to be totally rigid. If an additional value to the current list would help clarify some common activities, feel free to add a new value with great ceremony. Beyond some number, it is wise to retire a less relevant value when adding a new one. This can be tricky because no value is totally useless. If you retire a value, make sure to state it is still important, just less frequently called upon in the current environment.

Reinforce actions consistent with the values

The easiest way to perpetuate actions consistent with the values is to reinforce people when the follow them. A simple thank you is not sufficient reinforcement here. The conversation should sound more like this, “That was a great point Martha. When you recognized Ed for not backing down in the face of pressure from the angry employee, you demonstrated consistency, which is one of our key values.”

The magic in having values is teaching all people to model them every day, but that is only half of the job. You must make the connection between actions and values highly visible at every opportunity to ensure the values drive the right behaviors far into the future.


Meaning of Trust

January 6, 2013

Trust, Colorful words hang on rope by wooden pegIn your opinion, what is the meaning of trust? Most of us use the word trust several times a day. It is actually one of the more common words in our lexicon, yet when I ask people in my seminars to define what it means, I often get an awkward silence, then a few definitions come out, like “confidence,” or “integrity,” or “walk the talk.” Eventually, most groups come up with a dozen or more definitions, and they begin to realize that what they pictured as one single phenomenon is actually a myriad of concepts that mean vastly different things in different circumstances.

I have been working in the area of trust for nearly 20 years. The topic is infinitely fascinating to me, and I am always gaining new understanding thanks to the many other authors and people who network with me. I have found several concepts to be central to the idea of building and maintaining trust, and as I thought about some of these words, they started to form an acronym for the word TRUST.

Acronyms are strange mutations of the language that I find curious. Sometimes an acronym will seem rather strained or far-fetched as an attempt to be cute or simply a trick to help people remember concepts. The acronym below is neither of these; instead it is a way for me to highlight five central issues about trust that I continue to emphasize.

Trusting others. I have coined what I call “The First Law of Building Trust.” It is that when leaders are not satisfied with the level of trust they see within their organization, the first question to ask is how they can show more trust in others. Trust is a reciprocal relationship, and numerous authors have identified the best way to have people trust you more is to increase your visible trust in them.

I once observed a Vice President who really struggled with trust. I asked him if he could find ways to demonstrate more trust in his people. His reaction was, “You are asking the impossible; these people show me by their actions every day that they cannot be trusted to do what is right.” As I dug into the situation, I found that his workers had been so abused by this manager, they had no reason to even try to do things right. It was a toxic environment, where the VP would literally yell at the people and say things like, “You are so stupid I cannot rely on you for anything. I have to watch you like a hawk or you will just goof off and not even try to do your job right.” This is a classic case of a Theory X management style described by Douglas McGregor in the 1960’s, and the VP was truly unaware that he was the real cause of his problem.

I grant that in any workforce, there are some bad apples who can never be trusted, but if you have any of these people on your team and tolerate them, shame on you. Get rid of them. The vast majority of workers, I believe over 95%, will respond positively and do good work if they are treated correctly. When trust is low, The First Law of Building Trust puts the onus on the manager to do three things:

1. Recognize his own contribution to the problem,
2. Modify his behavior to be more trustworthy, and
3. Start showing more trust in his workers.

Unfortunately, the first step is the most difficult. I have observed numerous managers who are simply blind to the fact that they are causing their own problem. It is so much easier to blame the workers than to take a hard look in the mirror and ask some tough questions.

There are numerous other actions required to build and maintain trust, but the three steps above are the precursors that must be in place, or nothing will change. Also, recognize that the process to rebuild lost trust is arduous. Wounded workers will observe improved behaviors for a long time before believing they are genuine.

Reinforcing candor. After a couple decades studying trust, I believe the most central enabler of it is reinforcing candor. This is the leader’s ability to refrain from punishing people when they speak their truth. Most leaders cannot do this. When workers state that a manager is doing things inconsistent with the vision, they take a risk because most managers punish that kind of candor. Brilliant leaders recognize that if they can establish a pattern of making people glad when they bring up difficult issues, it enables trust more than any other single factor.

I put reinforcing candor in the center of my Leadergrow Trust Model because it is the one skill that most leaders find difficult to do, yet once they understand its power, they have a much easier time creating and maintaining trust.

Universal goals. I have found when trust is absent in an organization, usually individuals and groups have conflicting goals. They often do not realize they are pulling in different directions. When you have an organization that is truly focused on one consistent set of goals, then you have alignment. Many organizations struggle with poor alignment such that only a small fraction of the workforce is actually pulling in the direction of the stated vision. Organizations with high trust achieve the reverse of that condition and have almost all people in the organization pulling in the direction of the vision.

It is easy to see if goals are not universal when you observe silo thinking, conflict, low trust, lack of respect, fear, management abuse, and any number of other organizational ills. The starting points for establishing an environment of high trust are 1) complete agreement on where the organization is trying to go, and 2) enrolling all members of the organization to engage their full effort toward that vision.

Sincerity. This is the human dimension that shows leaders care about everyone in the organization. It is never the case that all people in an organization are exactly equal, yet the role played by each individual is of critical importance to the organization’s success. When managers and leaders are duplicitous, people quickly get the idea, because they see a lack of sincerity and care for individuals.

The antidote for low sincerity is very simple. The Golden Rule is the most important concept to show others that we care about them. If you treat other people the way you would like to be treated, you will find they respond in a positive way because they know you care. It is quite simple, but unfortunately many leaders have their priorities mixed and put short term financial performance above the notion of caring for the people in the organization.

The best approach is to treat people the right way, which means being alert to the needs of each person as a unique individual and treating him or her as a person who will happily perform well if treated properly.

Transparency. The final T in my trust acronym is transparency. Organizations that share information widely about what is happening, what the goals are, where we are going, what the strategies are, what behaviors are needed, and how we have been performing recently, get the best that people have to offer. Transparency is an interesting concept because it is not always good, or even legal, to be totally transparent. You must combine common sense, kindness, ethical behavior, and care into the equation when deciding how much information to reveal. Unfortunately, most organizations err on the side of too little transparency rather than too much.

The irony is that transparency is becoming less of a choice for senior executives due to social networking and the ability for people to get information more quickly and easily than ever before. Leaders who try to hide information from workers are becoming increasingly frustrated because the information leaks out anyway. A better approach is to aim for maximum transparency and very fast response time when incorrect information gets out in the social networks.

These five concepts: Trusting others, Reinforcing candor, Universal goals, Sincerity, and Transparency form the acronym TRUST. While there are many other concepts and issues around trust and being trustworthy, I believe these five concepts are really at the core of creating an environment of higher trust.

Researchers have established through numerous studies that organizations with higher trust out-perform those that have low trust. A high trust group enjoys two to five times the productivity of a low trust group. No organization can survive for very long if they have an environment of low trust. Focus efforts on these five concepts, and you will improve your ability to achieve and maintain high trust in any organization.


7 Ways to Improve Your Integrity

August 12, 2012

Trust and integrity are inextricably linked. I believe before you can trust other people, you must trust yourself. That means you must not be fighting with yourself in any way, which is a pretty tall order. Integrity is about what you do or think when nobody else in the world would know. It is an interesting topic because it is very difficult to determine your own personal level of integrity.

We all justify ourselves internally for most of the things we do. We have it figured out that to take a pencil home from work is no big deal because we frequently do work from home. We drive 5 mph over the speed limit because not doing so would cause a traffic hazard while everyone else is going 10 mph over the limit. We taste a grape at the grocery store as a way to influence our buying decision. When we are short changed, we complain, but when the error is in the other direction, we pocket the cash. We lie about our age. We sneak cookies. If you have never done any of these things, let me know, and I will nominate you for sainthood.

There are some times in life when we do something known by us to be illegal, immoral, or dumb. We do these things because they are available to us and we explain the sin with an excuse like “nobody’s perfect.” I guess that is true that all people (except newborns) have done something of which to be ashamed. So what is the big deal? Since we all sin, why not relax and enjoy the ride?

The conundrum is where to draw a moral line in the sand. Can we do something that is wrong and learn from that error so we do not repeat it in the future? I think we can. I believe we have not only the ability but the mandate to continually upgrade our personal integrity. Here are seven ideas that can help the process:

1. Reward yourself – When you are honest with yourself about something you did that was wrong, that is personal growth, and you should feel great about that.

2. Intend to change – Once you have become conscious of how you rationalized yourself into doing something unethical, vow to change your behavior in that area.

3. Reinforce others – Sometimes other people will let you know something you did, or are about to do, is not right. Thank these people sincerely, for they are giving you the potential for personal growth.

4. Check In with yourself – Do a scan of your own behaviors and actions regularly to see how you are doing. Many people just go along day by day and do not take the time or effort to examine themselves.

5. Recognize Rationalization – We all rationalize every day. By simply turning up the volume on your conscience, you can be more alert to the temptations before you. That thought pattern will allow more conscious choices in the future.

6. Break habits – Many incorrect things come as a result of bad habits. Expose your own habits and ask if they are truly healthy for you.

7. Help others – Without being sanctimonious, help other people see when they have an opportunity to grow in integrity. Do this without blame or condemnation; instead do it with love and helpfulness.

We need to build our own internal trust so we can trust other people more. To do that, it is important to follow the seven ideas listed above. These ideas will allow you to move consciously in a direction of higher personal integrity.


Trust Seeds

April 22, 2012

We are all aware that interpersonal trust is precious. Trust is fragile; it is difficult to build, and easy to destroy. Most people believe it takes a very long time to build up trust with another person. There is an alternate view; if certain conditions are present when people first meet, a “seed” of trust is created upon which further trust will grow if both people continue to nurture it.

In his book “Blink,” Malcolm Gladwell describes the “Thin Slices” we humans use to size up other people within seconds of meeting them. We absorb an enormous amount of data instantly in the body language and the first words uttered by a new acquaintance.

I can recall meeting two influential men last year within seconds of each other. The first one gave me a solid handshake and a smile. He made great eye contact and asked me a question about my family. The second individual gave me a half-limp handshake while his eyes were scanning the room to see who else was there. He did smile, but it was forced and phony. Since that time, I have effortlessly developed a relationship of high trust with the first individual, and I have felt uncomfortable to be in the same room as the second one. The relationship with the first man took several months to develop, but the seed was planted in the first 5 seconds. With the second man, there was nothing for trust to grow on, so a relationship never kindled.

There are numerous things people instantly assess about us. Here are five conditions that allow you to plant a seed on which trust can grow.

Competence – People must be convinced that you know what you are doing to view you as being trustworthy. If they sense that you have the ability from a knowledge and skill set to deliver on your statements, then you pass the competence test. If they have doubts that you can deliver, then they will remain skeptical until there is enough time to test you.

Integrity – Do you have the character to do what is right? People need to feel that you are not duplicitous and that you will stand up for what you believe is right. It does not mean that you always need to agree with others on every point, but people need to see you as a person of high moral and ethical fiber before they are going to trust you.

Reliability – People need to be convinced that you will do what you say. This characteristic normally takes people a long time to test, but it actually can happen quickly. People can discern your reliability through the way you phrase intentions and even the body language you use to chat with them. The ability to follow through with intended actions or at least get back to the other person if conditions change is easy to spot, just as it is easy to observe a blowhard who says nice things but has no intention to actually do them.

Attitude – To gain trust, you need to project a positive attitude when another person is meeting you and ensure that it comes from the heart. Depending on the contextual background of the meeting, a smile is the usual way to show a positive attitude toward another person. Caveat: putting on a false smile is the kiss of death, because it pegs you as someone who cannot be trusted at all. In a different context, a look of concern or sympathy might be a more appropriate way to show a positive attitude toward the other person. Your attitude and demeanor must be heartfelt and congruent with the situation.

Care – It is vital to project that you really do care about the other person. People might say it takes years to know if someone else really does care about you. In reality, care can be displayed in hundreds of small gestures, just as selfishness can be easily spotted. Giving deference to the feelings of others is an important component of Emotional Intelligence. The interesting observation about this is that the people who have low Emotional Intelligence have the biggest blindspots, according to Daniel Goleman. Translated, if you come across as a phony in terms of really caring about other people, you will not have the ability to detect this in yourself, but others will see it instantly.

On the back of my business card, I have a picture of a pile of various seeds. The words say:

Seeds for Growing Leaders
Plant in an environment of trust,
Sprinkle daily with humility,
Weed out negativity,
Place in the light of truth,
Be patient,
Enjoy the fruits of great leadership.

It does take a long time of consistent performance for a very strong bond of trust to build, but the first seeds of trust can be established quickly upon meeting someone. Make sure when you meet a new person that you genuinely project the five conditions above, and you will be well on your way to a trusting relationship.


Business Integrity

January 26, 2011

This article describes my interaction with two local business entities to illustrate how customer service experiences with contractors on the same job can vary greatly. I had an occasion to hire a chimney sweep this year and had vastly different experiences with two different organizations.

My masonry chimney was glazed with many years of creosote buildup, so I called in a “reputable chimney sweep.” The owner told me that it would cost a lot more than just a regular cleaning because they would need to use a special rotary chain technique to chip off the buildup. The guy came and looked at my configuration. He said I would need to have it cleaned, then the chimney would need to be lined with a stainless steel liner, and finally I would need to purchase a new woodstove, which he would be happy to sell me and install. The estimate came to over $5,000. He used scare tactics indicating we would have to get it done eventually to be up to code, and he did not mention that we might get help from our homeowner’s insurance.

That kind of sticker shock along with his high pressure approach sent me looking for a second opinion! I came across an outfit called Mr. Sweep – Monroe. The owner discussed my problem on the phone and gave me an estimate to do the rotary cleaning. He also said he could line the chimney, if necessary. His price was more reasonable than the first outfit, so, after checking with the BBB, I set up an appointment.

Bob and his assistant, Mark, arrived mid afternoon on a Saturday. They went right to work, after closing the chimney damper so all the soot would not spill into the house. Bob went up the fully-extended 40-foot ladder, removed my chimney cap, and started cleaning with the rotary chain device. It was a very cold day, and they were outside for over an hour, working from the top.

Mark shared with me that he had many vertebra fused in several operations, and his neck was held together with stainless steel screws. He was particularly susceptible to cold and suffered for days if he got too much exposure. Mark came in to vacuum up the ashes from the bottom. There was so much debris that he could not get the damper to open. He and Bob worked for 4 hours, vacuuming the particles through a small slit next to the damper until they could finally get it open. The job ended up being many times the effort than was estimated. Much of the work was out in the cold, yet they charged me the estimated cost at the end.

Bob told me that my chimney tiles were cracked from a recent chimney fire, and I would need to have a liner put in. He gave me an estimate of $2,175 to bring my chimney back up to code and make it safe – less than half what the other guy wanted. He said because the damage was due to a recent chimney fire, my home owner’s insurance should cover the liner. I would only have to pay my $250 deductable. A total of $250 sounded much better than $5000. I was thrilled! We made a date to install the liner for the following week.

Bob and Mark arrived on schedule and proceeded to unroll the massive flexible stainless steel pipe. Bob immediately noticed that there was a kink in the pipe caused by rough handling by the shipper. He just did not think it was right to install a kinked pipe, even though many chimney sweeps do it, so he got on the phone and ordered another one to be shipped out that same day. Two days later, they were back to install the second pipe. This one was in good shape.

Bob and Mark set out some special insulation to wrap around the pipe for better performance. Bob shared that many sweeps do not insulate the pipe because there is one interpretation of the code that makes it unclear whether insulation is required or not. Bob said that he refuses to install a liner that is not insulated, but he said over half of the sweeps manage to slide by without insulation. That lowers their cost and makes the installation much easier, but it is not a quality job.

The afternoon they picked was even worse weather than the first day, but Bob knew I wanted to use my stove on a very cold weekend, so on an 18-degree Friday with lots of snow and 25 mile per hour winds, Bob and Mark went up the 40-foot ladder carrying the heavy and bulky pipe to line my chimney. Bob had to carry the pipe out onto the snowy roof balanced on the peak and leaning into the wind while Mark worked to stuff the pipe down the chimney. Bob had to arch the pipe upward while balancing on the snowy rooftop in the wind (the pipe looked rather like the shape of a fishing pole when you have a big one on the line) so it was nearly vertical at the top of the chimney. I was petrified, but he seemed to take it in stride, even though the wind chill was -25 degrees F.

They got the pipe in and got down safely, much to my relief. Then they went inside to hook up the pipe to the stove. This process was significantly more complex than they had estimated it would be due to the configuration of my chimney, but they stayed with it until the job was done. Mark, with his bad neck, went up to install the cap on top of the chimney, alone in the howling wind. It was brutal.

They finished the job, charged me the original estimate, cleaned up every bit of their mess, and left to go soak in the tub. As they drove out, I thought about the entire experience. These days we are so used to shoddy work and contractors trying to take advantage of customers.

With Mr. Sweep, there were many opportunities for them to take the easier way out, but they adhered to a customer-focused approach, and absolutely did not skimp on the quality, even though the weather was awful and they made less per hour than expected. I was really impressed with their work and service that was evident with both Bob and Mark. Their actions and attitude of service rather than sale made me trust them as business people displaying high integrity. They communicated with me throughout the process, so I understood the logic of what they were doing and why.

You can bet I will be going with them any time I need service in the future. If you ever need chimney service from a company with high integrity, I suggest you call Mr. Sweep! If you do not have a chimney, but are a local business person, consider these individuals as role models for what great customer service is all about.


Recovering After a Mistake

December 19, 2010

I have always been fascinated by mistakes. As human beings, we share several things in common; making mistakes is one of them. The vast majority of the time we blunder into mistakes innocently. Obviously, if we could see mistakes coming, we would take steps to avoid them. The mistake is usually like a mouse trap that is sprung on us while our focus was on something else.

The interesting thing is how we react after a mistake. It is here that I learned a great lesson in leadership and trust. The lesson came years ago when I was a young manager. I was in Japan negotiating a deal for some equipment. I had inadvertently left some material on a table while a group went out for lunch. Some of the material would have been damaging to our negotiating position if it were leaked to the other side. Upon returning from lunch, I realize that I had left things in a state where they could have been copied and later used against us. I did not know if anybody actually did copy some pages, but I felt horrible about my lapse.

Upon returning to the home office in the US, I immediately reported to my boss’s office and said, “Dick, you would never know this if I didn’t tell you, but I made a mistake when I was in Japan this week.” He looked up at me with a smirk and said, “Whatd’ya do?” I explained my lapse in detail. He said, “You’re right, Bob. That’s not the smartest thing you ever did, but I am very grateful you told me.” From that moment on, I felt a much higher level of trust and respect for me in the eyes of my boss. I believe it gave my career a significant and lasting boost.

The key point in the above lesson was that he really would never have known anything about it if I had not admitted the gaff. It was the unprompted admission that spoke much louder than the sin. Since then I have studied the impact of admitting mistakes for leaders, and come away with some observations.

Let’s suppose that I have gathered several leaders into a room and asked them to answer the following question: “After you make a mistake, in terms of maximizing respect for you, is it better to admit it or try to finesse it?”

Most leaders would say admitting the mistake has a much greater probability of increasing respect. The irony is that when subsequently a mistake is made, most of these same leaders choose to hide it or blame someone else. The real conundrum is that if you were to tap the leader on the shoulder at that time, you would hear “I did not want to admit my mistake because I was afraid people would lose respect for me.”

This situation illustrates that intellectually, most leaders know how to improve respect and trust after a mistake, but many of them tend to not act that way when there is an opportunity to apply it in the field. It seems illogical. Perhaps in the heat of the moment, leaders lose their perspective to the degree that they will knowingly do things that take them in the opposite direction from where they want to go. I believe it is because they are ashamed of making a mistake.

When you admit an error, it has an incredibly positive impact on trust because it is unexpected. Perhaps this is one of the differences between IQ and Emotional Intelligence. Intellectually, leaders know the best route to improve trust, but emotionally they are not mature or confident enough to take the risk. When you admit an error, it has a positive impact on trust because it is unexpected. As Warren Bennis in Old Dogs: New Tricks noted, “All the successful leaders I’ve met learned to embrace error and to learn from it.”

Respect is not always increased if a mistake is admitted. For example, here are three circumstances where admitting a mistake would reduce respect and trust:

1. If this was the third time you had made the same mistake
2. If the mistake was so stupid it reveals you as being clueless
3. If the mistake was made in an effort to hurt someone

If you find yourself making these kinds of mistakes, it would be wise to reconsider if you are right for a leadership position at all. The vast majority or mistakes are honest lapses where something unexpected happened. For these so-called “honest” mistakes, it is far better to admit them and ask for forgiveness than to try to finesse the situation or blame others or circumstances. It is a tangible demonstration of your integrity, and that improves trust.