Discuss your strengths in building trust as a collaborative leader. Identify your most
important areas for improvement in building trust.
Trust is the cement that binds a team and a partnership together. When we establish, at the
outset, the goals and visions being accomplished through the collaborative partnership then
we can build healthy teams engaged around shared sets of values. When you share values,
you will inherently be more likely to trust those involved in the process. The real trust
exists between your teams and partnerships when we as leaders exhibit good follow
through and are transparent and consistent.
BUILDING TRUST 2
It is a difficult hill to climb as a public health leader to establish ourselves as partners and
build trust and collaboration with these groups. One of the ways in which we accomplish
this is by inviting expertise and participation in the regulatory setting process. By creating
a mutually agreed upon community standard of evidence-based medicine, consistent across
the board, then we are “leveling the playing field” and the expectations are transparent,
and there can be no ambiguity amongst all the stakeholders creating a more transparent
and healthy starting point for future collaborations.
References
Rowitz, L. (2014). Public health leadership putting principles into practice [3rd Ed.]. Jones
& Bartlett Learning. https://viewer.gcu.edu/9QVjRA
Christopher, S., Watts, V., McCormick, A. K., & Young, S. (2008). Building and
maintaining trust in a community-based participatory research partnership. American
journal of public health, 98(8), 1398–1406.
Building Trust
An awesome post! As a collaborative leader, trust is a significant element in your
organization. When my colleague talks of shying away from conflict, I concur since this is a
character of many leaders. However, it becomes stronger if a leader can step up and address the
domineering personalities in the organization so that other members do not feel left out.
Everyone is free to take part in decision making to build trust amongst the leaders and their
subordinates.
Public health is one of those organizations that trust is paramount. There should be trust
between leaders, subordinates, and patients. A collaborative leader should ensure that the trust is
maintained in the public health system to provide quality services to the clients. Communication
is crucial in any hospital (Gratton & Erickson, 2007). When leaders and other health workers
communicate openly, it becomes easier for them to build trust with each other. If this happens,
then they will work collaboratively to provide quality services. Poor communication results in
mistrust, leading to low services.
BUILDING TRUST 3
Accountability is another critical element that a collaborative leader should promote to
promote trust between the leaders and the employees. Accountability brings on the table what
everyone has done over a while, and if there are more achievements than failures, then others
will have to borrow a leaf to ensure their sectors also succeed. Teams score each idea on a scale
of one to ten then share the information with their senior leaders who make final decisions.
Accountability is essential in promoting trust (Covey & Merrel, 2006).
Trust in the health sector inspires a healthy, transparent partnership between public health
and community health organizations. Without trust, then public health systems are functionless.
BUILDING TRUST 4
References
Covey, S.M.R., & Merrel, R.R. (2006). The Speed of Trust: One thing that changes everything.
Free Press. New York.
Gratton, L., & Erickson, T. J. (2007). Eight ways to build collaborative teams. Harvard business
review, 85(11), 100.