Today we have a new President-elect.  No, I do not plan on turning this into a political blog.  I rather think of this as one of capabilities and trust in comparisons.  What brought about this particular candidate?  How does his election to President relate to your situation?  We will see the comparison between your situation and his are very similar.  It's about capabilities and trust.

The topic of capabilities presented by Stephen M.R. Covey in "The Speed of Trust" did not appear in "Trust in the Balance" by author Robert Bruce Shaw as a foundation or fundamental of trust.  Shaw presented his version in a more discrete spread.

Covey writes, "The first dimension of competence is capabilities - the talents, skills, knowledge, capacities, and abilities we have to enable us to perform with excellence." (p. 91)  Realize he did not mention "mastery" or words of "genius."  Frame his five words to describe capabilities (an old Webster's dictionary I found confirmed his wording and added "that can be used or developed") while we consider their meaning in developing trust.

The summer of my 17th year I found myself hired in a position of trust.  Previously at 14 the local newspaper hired me to deliver/sell newspapers.  While I had my successes overall I failed.  The reason is unimportant.  After the newspaper gig I typically spent Dad's gracious allowance.

Dad worked part-time as a service attendant for an oil company.  Periodically, he dragged me along to his part-time job (probably to get me out of Mom's hair.)  I came to know the men (all were married) and became famliar with the routine.  As luck would have it, on a busy Saturday evening someone failed to show.  Without asking me Dad spoke with Calvin, the station manager.  Both approached me with a proposal.  Calvin hired me.  Part-time, no benefits (save a few discounts), and $1.25/hour.

I will not continue the story for fear of boring you to the exit button.  Returning to Covey's definition did I have:

Talents?  I was healthy, in high school, and physically ready.

Skills?  I could make change, understand the process, and perform.

Knowledge?  I knew the layout, people, and neighborhood and I could make change (money.)

Capacities?  I could perform all the labor, work the hours, with potential to learn (scary word potential.)

Abilities?  It may have been timing  and being a warm body, but Calvin hired me.  I had to sell, handle money, greet customers, and most above everything - I felt trusted.

Covey proposes four questions to ask yourself when preparing yourself as capable - your capabilities. (p. 93)

What capabilties do I have that make me credible and that inspire the trust and confidence of others?  Simply "thinking" you have the capabilities does not necessarily cause people to trust your capabilities.  Work on gaining the confidence and trust of others.

Find the person, job, career, or knowledge you need to advance your capabilties.  You cannot just "think" you can, others must think you can.  It might be as simple as "hanging around the gas station" learning the routines.  Someone will notice your interest when the opportunity comes.

What experience have I had (or not had) in developing capabilities that affects the confidence I have in myself?  Tap into your previous experiences.  Sitting home and thinking "I can do that" should be a blasting cap to detonate your dynamite.  If you want to gain trust of your capabilities, show some of your skills.  We hear it all the time.  "The employer wants x, y, and z skills.  I have only x skills."  Where can you get experience?  Who do you know with the experience?  Will this come to you in your sleep?  This holds true for both employee and employer.

What impact are factors such as technology and globalization having on the relevance of my current capabilities?  Technology and globalization scare you?  My father is in his 80s.  He sends email, searches the Internet, and has a far better appreciation of the world today simply because of the new skill.  Many libraries have computers and Internet connections.  Microwave ovens were the raging fear at one time.  Most of us consider it a necessity today.

What is my attitude and approach toward improving my current capabilities and gaining new ones?  Here is perhaps the most complex question.  Attitude and approach are not obstacles.  They are challenges.  Attitude and approach are opportunities to the first three questions.

Let's suppose you own a restaurant.  Your chef says you need additional kitchen help.  What are your requirements?  If a young person approached you and said "I need a job.  I completed high school (or GED) and while I never worked in a restaurant kitchen, I can boil water."  Will you hire that person?

By now most of America is familier with Emeril Lagasse (Food Network, Food TV, several restaurants, and now television salesman.)  How many readers remember his first television show/series?  Wouldn't you know it was called "How To Boil Water!"

We must start somewhere to build on capabilities - trust me!