Importance of building credibility in your projects pip frank moore

2. Credibility – A Definition
 The Quality of being Believable or Worthy of Trust
 An Earned Reputation Impacting one's Ability to be
Believed
 Refers to the Objective and Subjective Components of the
Believability of the Source or Message being Delivered.

3. Four Components of Credibility
 Trustworthiness is based more on subjective factors (how we
feel or think), but can include objective measurements such as
established reliability and the ability to complete a task.
Trustworthiness is characterized as the ability for people to
believe a person or group to be honest.
 Expertise can be similarly subjectively perceived, but more
often includes relatively objective characteristics of the
entities credentials, certification, or quality of service.
Expertise or competence is simply the quality of having a
specific range of skills, knowledge, or ability in a specified
area.

4.  Accountability - Credibility is mostly about consistency
between words and deeds. Project stakeholders listen to
the words and look at the deeds. Project leaders are
expected to do what they say. They are expected to keep
their promises and follow through on their commitments.
 Harmony - A project team needs to be in harmony about
a common cause, united on where they are going, on why
they are headed in that direction, and on which principles
will guide their actions.

5. Why Should Lions Build Credibility
in Their Projects?
If a Lions Club, District, Multiple District, or Lions Club
International has the components of:
 Trustworthiness
 Expertise
 Accountability
 Harmony
The activities, programs, projects of the Lion’s Club will be
identified with these qualities and will be seen to have
merit, quality, dependability, and commitment to service.

6. Indicators of Lost Credibility
 Loss of New Opportunities and/or Projects
When people lose trust in a Lions Club abilities to keep their word or provide a
reliable service, they will stop referring their friends, family and colleagues to that
club.
 Diminishing Duties and Responsibilities
A Club might be replaced if they are not meeting deadlines. Members of a club
losing credibility might also find themselves left out of important strategic
conversations they would normally expect to participate in.
 Extra Fact Checking
A club, district, or activity might be asked to produce more documentation than
normal to verify what they are saying or the effectiveness of the service being
provided. People will be less likely to take the Lions at their word if there is a
credibility problem.

7.  Actual or Perceived Conflict of Interest
Credibility is based, in part, on trusting that both parties in a relationship are
working for the mutual benefit of the other. A deal between two agencies loses
credibility when it is discovered one stands to personally or financially benefit from
the project. Questioning another person's or club’s intentions and motivations is a
sign of a credibility issue.
“Always aim at complete harmony of thought and word and deed. Always aim at
purifying your thoughts and everything will be well.“
“That service is the noblest which is rendered for its own sake.”
“The moment there is suspicion about a person's motives, everything he does becomes
tainted.”
Mahatma Gandhi

8. Behaviors That Build Trust and Credibility
 1. Make actions match words; follow through and keep your
promises.
 2. Possess a successful track record of achievements and
establish yourself as an expert in the subject at hand.
 3. Communicate clear and consistent goals, expectations and
standards.
 4. Listen with empathy; understand other perspectives,
validates people, and asks question to show interest and
eliminate false assumptions.

9. Behaviors That Build Trust and Credibility
 5. Make an effort to show genuine sincerity and concern for
others as individuals.
 6. Maintain confidentiality and stay out of the gossip circuit.
 7. Approaches rather than ignores tough conversations and
situations.
 8. Is approachable and open-minded.
 9. Thinks and responds with a growth versus a fixed mindset.

10. Behaviors That Build Trust and Credibility
 10. Act authentically and is likable.
As the above behaviors are demonstrated, credibility is
established and maintained. When credibility is maintained,
high-performance teams emerge and personal relationships are
strengthened, deepened and healthy.
Work on developing your credibility by demonstrating trusting
behaviors and watch others follow.
Be the role model to bring greater success to your club, team
and yourself. It's never too late to be how you could have been.