Somewhere between total confidence and deep suspicion and fear. If you want a practical basis for leading your relationships toward greater trust and collaboration, form agreements that bring out people's unique combination of strengths. As you pinpoint and play to strengths, weaknesses become irrelevant. The practice of stewardship delegation establishes clear guidelines, and through a negotiated agreement, sets people up for success. This prevents micro-managing and empowers people with authority, not just responsibility.
Concerns are low-grade fears.
Fear is a motivational strategy, and recognizing that it is present increases its usefulness. Stretching away from your comfort zone is the antidote to complacency. In the end, getting past your fear is less frightening than passively enduring it. If you want others to consider you trustworthy, focus on your own reliability. This is the topic for the next article.