Olmsted’s ABCD confidence model
Trust is a delicate thing. It takes a long time to build and can evaporate in minutes.
Trust is the basis of good relationships - at work and beyond. In a business environment, when high goals need to be achieved or changes need to be made, trust between people is a must.
There is a model called the ABCD Model of Trust, which shows what behaviors are needed to gain the trust of others. The model focuses on things that strengthen and destroy trust.
Olmsted’s ABCD confidence model
The ABCD trust model was created by Cynthia Olmsted, a US organizational change consultant. In 2010, she sold her consulting firm to the company of renowned management expert Ken Blanchard, after which the two published the book “Trust works!”, In which they described the model in detail.
The ABCD model of trust is an alphabetical model according to which a person can gain the trust of others if he demonstrates four characteristic behaviors (characteristics). As a term, each of these behaviors in English begins with the letters A, B, C, and D, respectively. This gives the abbreviation ABCD.
The four features of Olmsted’s ABCD model are:
A (Able) - Capable;
B (Believable) - Credible;
C (Connected) - Connected;
D (Dependable) - Reliable.
The more capable, believable, connected, and reliable a person is, the more people around him will trust him.
Conversely, if a person is incompetent, implausible, disconnected, and/or unreliable, then he will inspire less trust.
Let’s take a closer look at each of the four elements of the ABCD Model of Trust.
1. Capable
Being able means demonstrating your competence to others - your knowledge and skills. People trust capable and competent people. Conversely, they lose confidence in incompetent people.
The capable person has the following distinctive features:
- is able to achieve high results;
- manages to solve problems;
- shows great abilities;
- he is good at what he does;
- gains experience and develop professionally;
- strives to be the best in his pursuits.
Let’s take the work of a manager as an example. To gain the trust of his associates, he must be a “capable manager.” This means that he must demonstrate to his subordinates his competence - both technical or product, as well as managerial. If he does, he will gain their trust.
2. Credible
To be believable means to act honestly with others. People trust believable and honest people. And vice versa - they lose trust in dishonest people.
The believable person has the following characteristics:
- he is honest;
- he is sincere;
- admits when he is wrong;
- knows how to keep a secret;
- avoids talking behind the other’s back;
- does not impose his opinion;
- respects others.
Take again the example of the work of a manager. To gain the trust of his associates, he must be a “credible manager.” This means that he must be honest with them, not talk behind their backs, admit his mistakes and respect and honor his people. If he does, he will gain their trust.
3. Connected
Being connected means being interested in others and engaging with them in some way. People trust connected and engaged people. Conversely, they lose confidence in uninvolved people.
The connected person has the following characteristics:
- he is a good listener;
- shows interest in others;
- works easily;
- shows sympathy for others;
- shares personal problems;
- appreciates others;
- encourages foreign contributions.
And again, let’s take the work of a manager as an example. To gain the trust of his associates, he must be a “connected manager.” This means that one must be engaged and empathetic to others, showing interest and care for them. If he does, he will gain their trust.
4. Reliable
To be dependable means to be a person who can be relied on to keep his word. People trust reliable and predictable people. Conversely, they lose confidence in unpredictable people.
The reliable person has the following characteristics:
- keeps his promises;
- meets the deadlines;
- it is responsive;
- it is organized;
- he is responsible;
- it is consistent;
- brings things to an end.
For the last time, let’s take the work of a manager as an example. To gain the trust of his associates, he must be a “reliable manager.” This means that he must do what he promised and bring things to an end. If he does, he will gain their trust.
In summary:
The four features of Olmsted’s ABCD model are:
- Capable
- Plausible
- Connected
- Ultimate
The more of these four characteristics are present in behavior, the more people will trust each other and develop productive and honest relationships.
Organizations with a culture of trust have more engaged, more efficient and empathetic employees who are more satisfied with their work and maintain a better work-life balance.