Having just come off an ugly few weeks at work, the issue of trust has raised its ugly head. Bosses not trusting the people they hire, employees not trusting managers to look out for them, gossipers and those who malign out of jealousy or fear; the workplace seems to be the last place trust is formed. The specter of what passes for trust in the modern world of North America, well, it leaves something to be desired. Many books have been written about the subject, by various authors, from Dale Carnegie to Malcolm Gladwell. We could talk about being a leader and being an employee ad nauseum, as most of us have performed one of those tasks in some way shape or form. We’ve talked in the last several articles about work, industry, and the idea of being a contributing member of society. We’ve also talked about the value of Social Capital. I find that many of these topics come to a very core value of trust. Where do we find it?
A friend once said that “trust can never be earned. It must be granted and only when you are ready to grant it. It’s yours to give, yours to take away. It’s not something that is a wage to be paid.” Wise words, although at the time, it didn’t seem so. It seemed judgemental and hollow. Of course we can earn someone’s trust. Can’t we? Work hard, be upright, and show our integrity. Right?
Confidence, belief, faith, rely upon – all synonyms for trust. Yet, who creates trust? In short…we do. In our heads, in our minds, and in our hearts. Trust is a construct of our own internal making, built on ideas, expectations, and beliefs that have been gathered over the course of creating our relationships. The building of trust is a wall, brick by brick, that is made from repeated incidents that end up the way we believe they should or would end up – we’ve played out a scenario in our mind and the members of the play have participated correctly and created a lasting impression on us. The integrity and trust of these impressions is built on not who the individuals are but to what we believe. That is, trust is in our own minds and our own reality.
In trust, both risk and reward are built in. The trust we create in our own mind, oddly enough, is the both the judge and the distributor of the decision. We need trust to be able to form relationships with people; long lasting relationships where both parties are mutually benefited by trust. Marriages, life-long friendships, even employer-employee relationships are trust built brick by brick. We might even consider that when we engage in commerce, it is an act of trust. We call AAA and they say they will come to our aid. When that request is granted, trust has been gained. Never show up and well, trust has eroded or is gone completely. We decide in our own minds what constitutes the willfun crowning of trust on a person or company; the decision lies solely within us. Trust seems to be the glue that maintains a civil and coherent society. Let’s face it, locks only keep out the honest people, yes?
That trust involves risk means that we place a value on trust that is above much of our common interaction with people. Having trust in something or someone can create a dependency that may be “warranted” or not. We need to see value in something in order to actually grant trust. Ergo, that value can be lost if trust is broken. We gain much when we trust – opportunities for cooperative activity, meaningful relationships, knowledge, autonomy, self-respect, and overall moral maturity. Perhaps trust itself has no value – that is, we grant trust not because we will obtain something for ourselves (and the trustee) but “just because” we find the person to be upright. Should we trust them solely out of respect for their person? If trustworthiness is a virtue, and we seek to grow it in ourselves, then doesn’t it behoove us to show respect for another simply because we see they are trustworthy? Shouldn’t others afford us the same quarter? “Trust would be a sign of respect for others if it were an attitude of optimism about the trustee’s character: that is, if it assumed that virtue resided within this person’s character. Moreover, trust that has intrinsic value of this sort presumably must be justified. If optimism about the person’s character was inappropriate, then the respect would be misplaced and the intrinsic value would be lost.” *Article on plato.stanford.edu here*
The author of the article noted above continues on from the quote above to drop the idea of the virtue of trust as simply respect for another person. However, I think it does merit talking about. The term “authenticity” sprang to mind while thinking about this and I think that is where the core of trust begins. Authenticity is not being false or an imitation of something else; it is “worth of acceptance or belief; true to one’s own personality, spirit, and nature.” Being authentic is first knowing about yourself – who are you and how do you show up in the world. Once you know that, being authentic is about letting no one sway you from that way of being. It’s not about conforming – it’s about being who you are regardless of the situation. There was an explosion of authenticity articles and movements between 2010 and 2014; what’s interesting to note is that we’re not, as a culture, talking about authenticity now. Is it because we have new leadership that, in their authenticity, are cultivating chaos? Or is it because the ability to be authentic is too hard or scary, and the movement is gone? Culturally and sociologically, it would be interesting to reflect on why there was that surge in “being authentic” and whence that movement has gone. However, not right now, another time… If you want to read more on authenticity, check out the plato.stanford.edu site which houses many articles both on trust (referenced above) and on authenticity.
All of these concepts seem tied together: autonomy, self-realization, authenticity, and trust. While the core of creating trust is authenticity, there has to be a certain willingness for the trustee to put a personal stake in the relationship. You can be as authentic as a fresh baked apple pie but if someone else has inherent trust issues, you’re never going to be invited to dinner. As the cliche goes, “It’s not about you. It’s about me.” I feel as if I am in constant discovery of myself so to be authentic for me is to be present. As long as I am thoughtful and searching my feelings with honesty, that is as authentic as I can be. Like everyone else, I change my feelings and mind, as I learn more about myself and knowledge about the world. Am I still worthy of trust if my authenticity is fluid? I hope so.
Two of the core values, in my mind, about Freemasonry, are authenticity and trust. Like any society of men and women where people to come together for a common cause, Freemasons have a structure and codified ways of acting and being together. We are separate from the outside world because of the Fraternity. We don’t treat our fellow members with the same casual demeanor that we would the people we work with or classmates or even some of our family members. From the onset, we must consider the people that are bringing us into the fraternity with some measure of trust. This makes the vetting process not only important but critical; not for the Lodge or Order but for ourselves. For the aspirant. Freemasons themselves are under the microscope of the aspirant’s eye – will we meet their expectations?