1. TRUSTED INFLUENCE
Interesting, thought provoking words… but what do they really mean, particularly in a
professional context? Let’s begin with Webster definitions:
Trust
1. Assured reliance on the character, strength, or truth of someone or something
2. A basis of reliance, faith, or hope
3. Confident hope
4. To do something without fear or misgiving
5. To rely on or on the truth of
Trust can also deal with financial credit, property benefits, legal agreements or
something entrusted to one to be cared for in the interest of another. For purpose of
this writing, those aspects of trust will not be considered.
Influence
1. The act or power of an effect without apparent force or direct authority
2. The power or capacity of causing an effect in indirect or intangible ways
3. A person or thing that that exerts influence
4. To affect, or alter by influence (sway)
5. To have an effect on the condition or development of
When the terms are combined, it gets real interesting. “Trusted” suggests that you can be
the sender or receiver of an influence situation.
As a sender (leader or colleague), information is conveyed in a way that gives the
impression that support is present and the receiver can have confidence that the sender
has good, honorable intentions. Any feedback that is passed on is with the full intent of
being helpful and constructive, rather than harmful and destructive. When done right,
people welcome the input, or the “push”, because you know the person is legitimately
trying to help you get better. Fundamentally, influence is about trying to be helpful,
without expectations of personal gain or self aggrandizement. If done incorrectly, it can
come across as manipulation or exploitation. If the sender is “tuned out” with a message
that he/she has, it may be because of “how’ the information is shared with the receiver,
more so than “what” was shared.
As a receiver, information and general interactions with the sender are interpreted in a
way that causes the receiver to believe that risk is mitigated if certain actions are taken
because the sender stands willing to be protective, if necessary. If the receiver is worried
about the true intentions of someone trying to influence them, they are unlikely to act, for
fear of the consequences if not successful.
In neither case are we speaking of “blind trust”, which is very dangerous. Neither a
sender, or a receiver should behave with thoughts that “anything goes”. This kind of
1

2. behavior is win-lose and can get either party in big trouble. Others in the organization
see it, and it can lead to morale problems. It can also lead to bad judgment, poor
decisions and a lack of confidence in the relationship. There needs to be conversation
and agreement on non-routine matters. Surprises need to be minimized by giving others
a “heads up”. Trust is also not automatic. It is developed and earned over time, with
positive experiences being the essential building blocks. You have to work at it,
especially with new business relationships or people you don’t know well.
Trusted influence can lead to powerful, lasting relationships that help those participating
elevate performance and realize more of their potential. It provides the basis for
accepting more challenging assignments and appropriately handling mistakes when they
occur. You have learned how to have the crucial conversations that are sometimes
necessary by providing the appropriate safety. These kinds of relationships are special
and lasting, which is why you often see small groups of people grow up the corporate
ladder together. Or when one leaves a company, they often try to bring along a trusted
colleague to the new company.
Conversely, the absence of trusting relationships can be debilitating. With
reorganizations, change in management, lack luster business performance and other
unsettling business dynamics, employees become nervous and cautious. In these
situations, it is critical that leaders provide an environment of open and frank talk. It is
unhealthy for people to be looking over their shoulders wondering if the ax is going to
fall. Honest assessments of performance and contribution should not be confused with
any of this.
With leaders, it is also special when you are confident that your peer relationships allow
for straight talk in either direction, where you know the motives are clean, and not
intended to undermine. This is especially important in group meetings. The focus needs
to be on the business agenda and not the personalities involved. Disagreements and
recommendations that are offered with “trusted influence” in mind come across very
differently than those intended to discredit or make someone else look good.
When someone has earned a reputation for being a trusted influencer, others are
motivated to want to work with this person in some capacity. Trusted influencers want
and expect broad perspectives, because they understand that multiple, unthreatened points
of view, improve the quality of the final product. Senders are well liked and respected
because they are engaging and trusting. Most often, they are viewed as excellent
observers and listeners, which generally makes there attempts at influence go over well.
Receivers appreciate the influence and do all they can to please the sender.
In closing, if the level of trust between yourself and another person (doesn’t matter about
their level in the company) is not where you know it needs to be:
1. Ask yourself first, “What role do I play in this and how might I modify my
behavior?” Dig deep for honest answers and be personally responsible.
2

3. 2. Then set up a meeting to share with the other person that you have been doing
some soul searching on this. “Ask do they share the same point of view about the
level of trust?” Give examples of situations to illustrate, if necessary.
3. Tell the person the thoughts you have about behaving differently. Ask for any
additional advice or suggestions.
4. Ask them if they care to offer any thoughts about there own behavior in this
regard.
5. Agree on a path forward to become more of a Trusted Influencer!
Best of luck!
Marc Wallace
Executive Coach
3