WHO TO TRUN TO FOR WHAT 4
Three main points and ideas of the article
Profile of trust is a comprehensive article that describes who topexecutives and managers turn to and for what. It explains howmanagers do not take for granted seeking support from their networkas they think strategically about the type of advice they take. Thearticle starts by describing how the loneliness at the top managementrequires a wise selection of advisors who should still portrayprofessionalism and strength. According to McGrath & Zell (2009),it is crucial for executives to have people they can trust and counton without fear of betrayal. The eight profiles of trust describedifferent types of people who provide support for managers. The needfor executive social support is explained very well in this article.
Profile trust model critic
Gaining trust or being trustworthy is not a one faceted exercise. Itentails trusters and trustees. Trusters specifically evaluatepotential trustees in three dimensions of ability, benevolence andintegrity. Ability is defined as expertise or skill in a specificdomain and not necessarily in others. Managers seeking someone whohas high technical ability can find that in a star player profile.Benevolence is another aspect of trust that seeks to do good to forthe truster. Benevolence can suite the loyal supporter’s profile,as they are people whose values are closely aligned with those of thesupport seekers. The third aspect is integrity, which is thetrustee’s perceived adherence to set principles that a trusterfinds acceptable. Trustworthy partners profile best describessupporters with high integrity yet support seekers best interest atheart (McGrath & Zell, 2009). Based on experience, executives arelikely to build their social support on different people for specificsupport. This support varies along emotional and informationaldimensions. Executives seek support for certain strategic goals andshould always seek support for the right information from the rightpartners. There should be a balance for specific social support.Facets that do not clearly offer a specific support should bedeleted.
Who to turn to for personal support
Turning to the right social support group or partners when in needof support is always the right thing to do. The right supportpartners are those who are placed strategically. My lecturers,parents, peers and mentors are some of the people who havecontributed to my personal support. They have for instance given mewise counsel on issue regarding which course would suit my gradesbest. Because of their timely support, I have so many answers to lifequestions. Like the executives, turning for the right support alwaysensures that you get the right answers from people you trust.
According to specific McGrath & Zell (2009), support networkswork for different relationships. For example, executives in need ofactionable advice are most likely to turn to harsh truth tellerspartners. Such partners have high levels of ability and integrity.For strategic and political help trustworthy partners come in handydue to their high levels of benevolence, integrity and ability. Thereis a need to assess contacts from the trust profile and tap themaccordingly.
To improve this article, I recommend that the authors shed light onthe consequences of the eight profiles of trust. They should let usknow why executives should choose the eight profiles of trust forsocial support.
McGrath, C. & Zell, D. (2009). “Profiles of trust: Who to turnto and for what,” MIT Sloan Management review, winter,vol.50, no.2