| You can ask some people the direct question, "What | | | | important to a key customer and that you lack such |
| makes someone credible?" With others, you may | | | | experience. Find a way to get some meaningful time |
| have to be somewhat indirect. Ask, "Who do you think | | | | working in the field. Take on an assignment that |
| is really reliable and can be believed? Why?" You may | | | | provides you that exposure. Assume an advanced |
| have to be even more indirect with some people. Ask, | | | | degree represents an important credibility marker for |
| "Who do think is a great leader? Why?" The | | | | some. You may have to go back to school to gain |
| responses you get to these questions indicate each | | | | credibility. |
| person's key credibility markers. | | | | When I conduct leadership training sessions, I always |
| Once you know the important markers, assess | | | | ask the group to discuss the key credibility markers in |
| yourself. How well do you measure up to the | | | | their organization. Several factors come up frequently. |
| standards mentioned by each person? For example, | | | | They can serve as a general guide to build your |
| assume your boss indicates credibility comes from an | | | | credibility. People often perceive technical expertise as |
| established track record of success. Review your | | | | an important indicator of credibility. You can build this |
| track record. As another example, assume an | | | | form of credibility by studying to become more expert |
| important coworker feels that follow-through on tasks | | | | in an area. You can also use the language associated |
| counts as an important credibility marker. Assess your | | | | with a technology area. Simply being able to use the |
| level of follow-through on assignments. In some cases | | | | correct terminology enhances credibility. |
| you will not have to do much to build your credibility | | | | Consistency also comes up as a typical credibility |
| because you already stand out in areas important to | | | | marker because credible people are perceived as |
| others. Your boss may already know you have a | | | | reliable. Seek out tasks and do whatever it takes to |
| strong track record. With other people, you may have | | | | demonstrate consistent action. Other typical credibility |
| to reinforce your credibility. For example, you may | | | | markers include extra effort, honesty, and a willingness |
| need to demonstrate task follow-through with the key | | | | to stand up for your ideals. Put forth the extra energy, |
| coworker. | | | | be absolutely honest, and fight for your beliefs to |
| Develop your capabilities in areas where you may not | | | | demonstrate your credibility in each of these areas. |
| be as strong. For example, assume field experience is | | | | |