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:
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Forthcoming issues of Point Lookout
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- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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