Do you agree with the posted below? why? pls explain a short paragraph.

What is the importance of building trust for project success?

Trust is a constant dependence on someone's integrity, ability, or personality.

Trust is at the core of all meaningful relationships. Without trust, there will be no bid, engagement, or risk-taking.

I asked random samples from acquaintances what people they trust in their current workplace, as an informal test, and what. Almost all of the answers were the same: Trust is gained by people who do their job well, adhere to the project's goals, treat people fairly, and act steadfastly in difficult times, and not a single person mentioned whether they liked those people or might want to invite them to dinner. . Confidence (in a business context) appears to be something that overcomes other personality traits. Where we can trust people we do not like or do not wish to spend time with.

Unlike other traits in people, confidence has little to do with personal preferences. We do not choose the person we trust on the basis of superficial matters. Rather, there is a deeper set of accounts we try on whom we can rely on. If I ask you who you trust will save your life in dangerous situations, then you will choose people who are very different from the ones you choose if I ask you with whom you want to go to the movies. There is no compulsion of personal compatibility and reliability in order for one to relate to one another in any way.

But in order to test confidence in a project context, we need to break the concept down into practical parts. One of the units of trust is commitment. A commitment, or promise, is the simplest type of agreement between two people about something that they both trust to do.

Build confidence on commitment

When you form a new friendship. And this friend tells you that he will meet you somewhere, because you believe that he will be in the place he mentioned, and at the time he promised. But if he fails you two or three times in a row, and you end up watching the movie or waiting in the club alone, your confidence in him will diminish. As a result, he is failing his obligations to you. If this continues, your view of it will change. You will not see him as someone who can be trusted, and you will question whether you trust him in matters of importance.

One of the central elements of well-managed projects is the leader's ability to commit to their work, and work to fulfill their obligations. Strictly speaking, the parts of effective obligations are listed below, with some modifications:

1- The person who gives commitment does so out of desire.

2- Commitments are not presented easily: This means, related work, resources and scheduling are carefully considered.

3- There is agreement between the parties on what will be accomplished, who will do it, and when.

4- The commitment is declared openly and openly.

5- The responsible person tries to fulfil the obligation, even if he needs help.

6- Before the commitment date. If something changes that affects one side of the obligation, a note is given in advance, and a new commitment is negotiated.

Confidence is lost during paradoxical behaviour

Back in projects, people shatter confidence when they act randomly or unexpectedly. When someone constantly acts without regard for their obligations, they create waves of interest and anxiety that bother the team. The people who must work with him (or compete with him) are robbed of energy and instead of spending their energy toward finishing the job, they now have to spend their energies in the math as to whether he's actually doing what he says he will do. Contingency plans must be followed, levels of stress and suspicion rise, and the less indifferent a person is to his or her responsibilities, the bigger waves are formed.

It's easy to trust people when they are successful. Managing people's mistakes is more complicated, and that's where managers come in.

Leadership and good management is about giving people an amount of authority and trust equal to what their level of experience and capabilities allow. But without making them feel like they are working alone, or that your support is only available to them when things go wrong. This suggests that the potential for making mistakes is exactly the same potential for participation and success. This means that it is not fair to isolate people because of errors in judgment or because of problems that have arisen because of the decisions they made.