Page 105 - Managing the Mobile Workforce

84 � mAnAgIng the moBIle workForCe

and abilities to complete deliverables but when they additionally want
the best to happen for you. In either case, a person is believed to be
trustworthy when he or she not only can do something but wants to
do it.

Integrity
Finally, a person is believed to be trustworthy if she or he shares and
follows a set of principles the other person also thinks is important.
Both the principle sharing and the principle following are important.
These are issues of character, consistency, and shared values.
If you promised to promote the most qualified candidate to a job,
had the power to promote whomever you wanted, also had a genuine
desire to promote a particular employee, but instead promoted the
vice president of marketing’s son as a favor to her, how trustworthy
would your employee perceive you to be? If your contract employee
made a commitment to follow you to the next project, you then of-
fered him the work, you both had developed a close off-the-job per-
sonal relationship, but at the last minute he was lured away by a more
lucrative offer, how trustworthy would you believe him to be the next
time he promised to follow you to the next project?
Greg Lowitz is the Executive Vice President of Sales and Business
Development at RipCode, pioneers in mobile video transcoding and
mobile video delivery systems. He told us:
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Trust comes from honesty, integrity, and having frank conversations
around issues—not hiding your agendas. Trust comes from leadership.
If you demonstrate leadership and reinforce core values of integrity, your
team will see that, see that is what you value, and tend to reflect that
back to you.

It takes all three—the ability to do what you commit to do, the
desire to help the other succeed, and a set of valued principles that
both parties follow—to build long-term trust in your organization.