In Chapter 1 of Business Communication, P. W. Cardon asks a good question that you will want to expand upon in this discussion: “Do you operate from a position of trust or credibility?” That is one of the first questions to ask yourself as you communicate.
You will want to then talk about whether your leaders operate from a position of trust or credibility. If yes, how? If not, why not?
In a typical organizational setting, leaders often rely more heavily on one foundation, usually due to their specific role or the organizational culture.
In many organizations, senior leaders—especially those in executive or technical roles (e.g., CTO, CFO)—often operate primarily from a position of Credibility.
How/Why Credibility is Built:
Expertise and Track Record: Their position itself is a testament to their past success and knowledge. When they communicate, they back up statements with data, market analysis, and financial projections.
Competence over Character: Their communication focuses on the "how" and "what" of the business plan. Subordinates follow directions because the leader is deemed competent to achieve the stated business goals.
Formal Communication: Credibility is emphasized through formal channels like annual reports, official presentations, and strategic documents, where data and precise language are paramount.
While credibility drives execution, trust is essential for resilience and organizational health, especially during difficult times (e.g., layoffs, budget cuts, major restructuring).
Trust is established when leaders exhibit:
That's an insightful question about the foundation of effective communication. In business, trust and credibility are often intertwined, but they are built through distinct means, and operating from one vs. the other significantly impacts communication effectiveness.
| Characteristic | Trust | Credibility |
|---|---|---|
| Definition | A firm belief in the reliability, truth, ability, or integrity of a person or entity. | The quality of being believable or worthy of confidence, often based on expertise, knowledge, or experience. |
| Foundation | Character, integrity, consistency, shared values, and relationship history. | Competence, expertise, track record, data, and analytical skill. |
| Time Horizon | Developed over long-term interaction and shared vulnerability. | Can be established quickly through certifications, data, or reputation. |
| Key Question | "Do I believe this person will do the right thing?" | "Does this person know what they are talking about?" |
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