Whether you want to advance your career, or just keep your job, credibility matters. It's a basis for trust. It determines what assignments come your way. And when things go wrong, credibility can protect you from accusations, real or false.
If you have credibility, it's easy to forget that you do. But after you've lost credibility, you notice its absence almost everywhere you turn.
Sometimes it's easy to understand why you lost credibility. Mistakes, for example, can do it. One or two spectacularly avoidable blunders can pretty much finish you off. But a string of less-than-spectacular errors can erode credibility too, if there are so many of them that they become predictable.
More interesting are the behaviors that erode credibility without your actually being wrong about anything. Here are some attitudes we project that erode credibility.
- Sometimes being believed — about almost anything — becomes so important to us that anxiety and desperation become evident. This can arouse suspicions that being believed is more important than being right. Others believe that we might even lie to ourselves and thus become incapable of knowing the truth.
- Nobody likes — or more to the point — nobody believes a know-it-all. People generally have difficulty accepting that someone can know it all, perhaps because it reflects on their own limitations. But even if we actually do know it all, others can become determined to demonstrate that there are limits to any one person's knowledge. They can do that through disbelief.
- An attitude of disrespect for truth projects a disregard for the difference between truth and fiction. Nonchalance about being mistaken can give others cause to doubt that we care about the truth of what we say.
- Uncertainty and confidence are linked to credibility in a paradoxical way. The more uncertain we are, the less credible we are. The more confident, the more credible. This seems only sensible. But paradoxically, the more competent we are, the less confident we seem. The less competent we are, the more confident we seem. Read more about this in "The Paradox of Confidence," Point Lookout for January 7, 2009.
- Ulterior motives
- When others Sometimes being believed
— about almost anything —
becomes so important to us
that anxiety and desperation
become evidentbelieve we have motives other than surfacing Truth, they tend to question our claims even when those claims are true. For example, if we have contempt for some of the people involved in the topic at hand, or if others suspect that we wish them to fail, our questions, skepticism, and words of warning will likely be ineffective, or even anti-effective.
If you think that any of these factors might be limiting your credibility, talking about them with others might help, but it could enhance the risk of appearing desperate, as described above. You have little or no control over what other people believe. Instead, focus on eliminating them from your own behavior. Be the best You that you can be. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Personal, Team, and Organizational Effectiveness:
- Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant
reports, especially when the implications are uncomfortable or threatening. A culture that supports
truth telling can be an organization's most valuable asset.
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- Although many believe that "You get what you measure," metrics-based management systems sometimes
produce disappointing results. In this Part II, we look at the effects of employee behavior.
- Making Meaning
- When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some
interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are
sometimes goofy or dangerous, here's a look at how we make interpretations.
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- Workplace Anti-Patterns
- We find patterns of counter-effective behavior — anti-patterns — in every part of life,
including the workplace. Why? What are their features?
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentcyzOlkcocVoQJjWner@ChacGjlgjKufyCfiMDWEoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.