2. Dara K. Griffith,
CPA, CMA, CFM, Director, EntrepreneurialServices Group; Co-Director of Women’s Leadership for the GreatLakes Economic Unit of RSM McGladrey, Inc. (www.rsmi.com);United States
Having the courage to say “I don’t know” can sometimes createtrust more effectively than having the instantaneous answer.
~Dara GriffithIt is important to be technically competent in order to createprofessional respect in my line of work. But to create trust witha client, it is even more imperative not to feign expertise. Myclients trust the accounting advice that I give them because theyknow that if I do not personally have the answer, I will find theexpert in our firm who does.Attempting to talk around an issue or give less than accurateinformation will quickly diminish any trust that you have built. Ilearned this valuable lesson several years ago after a jobinterview. I was told that my sincere answer of, "I don't knowwhat that is, but I do know where to research it," was refreshing.It was the final factor in their decision to give me the offer.Having the courage to say “I don’t know” can sometimes createtrust more effectively than having the instantaneous answer.
3. Paul A. Dillon
,CMC, President/Owner, Dillon ConsultingServices LLC (www.dillonconsult.com); United States
Trust is not a one-night stand.
~ Paul DillonIn my more than thirty-five years in business, government, themilitary, academia, and the non-profit sector, here is howI've earned the trust of companies, colleagues, and clients: Do what you say you're going to do. Nothing builds confidence inyour trustworthiness more consistently and unfailingly than doingwhat you've said you're going to do. And, conversely, nothingdestroys people's perceptions of how trustworthy you are thanfailing to live up to your commitments.