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By: John R. Stoker

One afternoon as I was passing through the airport on my way home, I ran into a colleague of mine, Stephen M. R. Covey, the author of the book, “The Speed of Trust.”  We stopped and exchanged a few pleasantries. I could tell that he needed to get through security, so I bid him safe travels.

As he was hurrying away, I yelled after him, “I know something faster than the speed of trust.” He yelled back, “What’s that?” I responded, “Distrust.” He laughed as he hurried away and responded, “You’re probably right.”

Think about it for a minute. Some people will trust you from the beginning of your relationship without having any experience with you.  Others won’t trust you no matter what you do; you really have to work to earn their trust. Still others begin their relationship with you in a neutral position. They will wait to see what you say and do before they trust you.

No matter where the trust in any relationship begins, what we know for sure is that it doesn’t take much negative behavior to diminish the trust that people have in you.

Here are a few tips to help you assess your trustworthiness and to increase the confidence people have in you.

Do you walk the talk?

There is probably nothing that erodes trust quicker than saying one thing and then doing another. The first time this happens, people will take a closer look at your behavior. But if it happens repeatedly, people will come to distrust you and not believe anything that you say. You will appear as if you just say what you think people want to hear. This seeming lack of credibility will cause people to question your intentions and can cause lasting damage to your relationships.

What to do? Stop and think about what you are about to say, or what purpose your message needs to convey, and then say what you truly mean. Being deliberate and intentional about your message will increase alignment between your message and your behavior.

Do you keep your commitments?

This is closely associated with the previous question. Sometimes we make commitments and things change. When this happens, it is important to acknowledge your commitment and make necessary adjustments. If you let another commitment take priority over a previous commitment and don’t manage that dynamic, then people will learn to not take you seriously and may not keep their commitments to you.

What to do? Keep a calendar of your commitments and manage them. If something changes, then be sure to communicate those changes and make new arrangements as soon as you can. Don’t blow people off or forget to keep your commitments. Using some kind of planning or calendaring software will help you to keep your commitments while strengthening the trust that others give you.

Is your behavior consistent?

If you have wild mood swings and are unpredictable, your erratic behavior will lead people to distrust you. In one of my first corporate positions, I had a manager who had broad swings in behavior and mood. You never knew if your performance would be celebrated or trashed in front of others. The first person to arrive in the morning would test the waters and then alert everyone at the coffee machine if we could engage with our manager or should make ourselves scarce that day. Consequently, few people felt that they could fully trust him.

What to do? Notice if people approach you and ask for your input or support on their work. If you are not approached by others, perhaps you could find a respected colleague and ask for feedback about how you come across. If someone will be honest with you, listen to what they have to say. Ask for examples and thank them when they finish. If you find that people are unsure about how to approach you, strategize some ways to manage your behavior and mood so it is more predictable and consistent.

Do you misrepresent the truth?

This happens more frequently than people would like to admit. People are often afraid to speak up and tell it like it is, fearing the perceived negative consequences that could occur. This perception will have a negative impact on behavior. When people don’t keep their commitments or meet expectations of performance, then they feel forced to cover their mistakes to justify their behavior. This leads others to avoid interacting with those individuals and to distrust the stories they offer as excuses for their behavior.

What to do? If you find yourself misrepresenting or exaggerating situations, then you are at risk to not be taken seriously and are setting yourself up to be distrusted. Stretching the truth and making excuses can become a habitual response. If this is often your first reaction, recognizing your tendency to do it, determining your motivation behind this response and correcting it will go a long way toward building trust.

Do you withhold information from others?

This is usually a power play of sorts where people make themselves the gatekeeper of what others need to know to do their work. Such behavior leads to frustration on the part of others and also can lead to people not sharing information that you may need. Withholding information also leads people to figure out how to work around you so they have as little interaction as possible.

Sometimes, for legal reasons, you may not be able to tell others what you know. When this is the case and others press you for information, you simply need to tell people that you can’t tell them about a certain situation because of legal ramifications to you and your company.

What to do? Ask people what information they need and, specifically, identify deadlines. Look to offer support and address others’ needs and concerns to increase the success of those that rely on you in some way. When people ask you for information that you can’t share, simply manage the situation and tell them that. They will understand.

Do you gossip about others?

Nothing will erode trust quicker than talking about others behind their back. Unfortunately, people often talk about others rather than to others. When you gossip, your behavior tells your listener that if you would talk about someone else, then you would also talk about them.  Although they may listen to you and engage in the gossip, they won’t trust you. This kind of behavior ruins relationships, destroys company culture and creates emotional drama that everyone would rather avoid.

What to do? Stop it. If you have an issue with someone, talk to the person you need to talk to and avoid the rumor mill that puts people on negative alert but never solves the problem. Otherwise you will just get more of the same – poor results and no trust.

Do you throw others under the bus?

This behavior usually takes place when someone is trying to avoid responsibility or accountability for the results that were created.  Sometimes, when others have not kept their commitments to you, their behavior has a direct negative effect on your results. When this is the case, ask yourself, “Did I manage the situation in such a way that kept them from being successful? Did I do my part to help them to be successful and to achieve the desired results?” Sometimes we become so busy and have so many things to do that we fail to manage a person or a situation in an optimal fashion.

What to do? Be responsible and take accountability for managing others, facilitating activities that will produce the desired results. When things don’t go as planned, examine your part in the process and accept ownership. Doing so will go a long way to creating and strengthening trust.

Do you keep confidences?

Someone once told me that there is no such thing as a secret until the person you told it to is dead. If someone shares something sensitive and important with you in confidence, unless there is a specific and legal reason not to, you should keep those things confidential. If you are going to share something important with another person, you should assume that sometime or somewhere what you share will be shared with someone else.

Are you supportive of others?

Nothing increases trust like being sincerely interested in and supportive of others and their efforts. If you are a leader and you frequently ask people what they need from you and how you can help and support them, they will feel the satisfaction that comes in knowing someone cares about them and their success. That care and concern will translate into increased trust.

What to do? Check in frequently and offer support. This will afford you the opportunity to get to know them, how they are doing and what you can help them with. Making interpersonal connections such as these will improve their work and their performance.

Our interactions with others serve either to build trust within our relationships or call it into question. Recognize that what you do and say is the first step in building and strengthening trust. As you consciously work to increase others’ confidence in you, your interactions will improve and you will achieve greater results. And, you’ll never have to worry about the speed of distrust.

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By: Michael S. Hyatt

Under-communication is a consistent problem in nearly every business. You can solve that by taking ownership of the communication happening around you.

I’ve worked with more than my share of poor communicators over the years. One was a boss who rarely shared information and never in a timely way. My office happened to be in a different building than his, so getting to our weekly one-on-one meeting took a little effort. Each week, I prepared a status report on my major projects, developed a list of answers I needed to make progress, and drove to the office in time for the meeting.

I can’t tell you how many times I was greeted by his assistant with a pained expression. “I’m so sorry,” she’d say. “He had to step out.” Not only did he cancel most of our meetings, but he did so without notice.

When we did meet, he provided little or no clarity. And he dodged most of my questions with “I’ll have to get back to you on that.” It was maddening!

Most under-communication is inadvertent. People are simply unaware of the gap between what’s in their mind and what’s in yours, and you suffer from that same lack of awareness. In fact, a team of researchers writing in the Journal of Political Economy labeled this phenomenon “the curse of knowledge.” It means that when you know something, it’s very hard to remember that other people don’t.

Fortunately, the solution is remarkably simple. All you have to do is step up and take responsibility for all the communication that comes from you or to you. Here’s how:

Determine To Be The Solution
Most of us are not fully aware of our own part in the communication quagmire. We may expect others to do all the work of conveying information. The first step in communicating clearly is to determine to be the solution, not the problem. Are you ready to champion clear communication in your workplace?

Externalize Your Thinking
The curse of knowledge affects everyone, including you. As a result, we don’t communicate or don’t communicate enough. Be aware of the gap between your understanding and that of your team. Stop assuming that people know what’s important or what needs to be done. Get your thoughts out of your head where others can read or hear them.

Push For Clarity
Before you compose your message (or say it out loud), ask yourself, “How can I set the other person up for success?” Before you hit send, reread the communication to be sure it’s clear. Would you know exactly what you meant? Clarity is vital for communication. Sometimes that will mean pushing others for clarity. Remember, they also suffer from the curse of knowledge and may have a tendency to omit information or use ambiguous language. Gently ask them to make their meaning clear.

Confirm Understanding
Communication hasn’t really happened until the other person not only receives your words but also understands them. You can request a “read receipt” when you send a message, but you also need to get an “understand receipt.” You can do that with questions like “Is anything unclear about that?” or “What do you understand based on what I’ve said?”

Over-Communicate
Actually, you can’t over-communicate. Or at least it is pretty hard to do. People are busy and distracted. They forget things they should remember – things they want to remember. Communication is not a one-and-done event. Communicate again. And again.

What would it be like to come to work in a place where you never had to go on a deep dive for the information you need to do your job? How would it change the culture of your office if everyone was clear, direct and intentional in their communication? Why not take responsibility for making that happen and find out?

IRS Form 990

The IRS requires all nonprofits to submit a Form 990 describing their financials and works at the end of their fiscal year. The IRS gives our Councils and Conferences until February 15 of the following year to submit this report. However, not all Conferences are required to submit it.

Only those Conferences that have their own EIN need to submit this report. For all Conferences that have been allowed to use their Council’s EIN, the Council (District or Diocesan) will submit a consolidated 990 to the IRS which includes the Conference information. (Additional information about Exemption Requirements – 501(c)(3) and submitting Form 990 tax returns appears at the end of this article.)

Guidelines

The Conference guidelines for service should be reviewed each year during October and/or November to ensure that they reflect current conditions. This is the time that changes in the guidelines should be considered. However, the guidelines are the work of the Conference members and they may change them at any time. There is nothing magic about this time of year. A regular review is good practice.

Audit

This is the time of year recommended for all Conferences to have an annual audit. This is an informal audit and may be done by two or three members of the Conference, but not by those responsible for accounting or disbursing funds. The purpose of the audit is not to find fault. Its purpose is to assure the members of the Conference that all proper procedures are being followed and all the funds of the Conference have been reconciled on a regular basis. It is recommended that an audit take place when a new President takes office.

The National Council website has a sample audit procedure on the Growth & Revitalization page under Conference Officer Training (click here: https://members.ssvpusa.org/growth-revitalization/conference-officer-training/).

Recordkeeping

In the Manual of the Society there is a list of the various types of documents and records that the Conferences typically deal with. Some are kept permanently. Some are kept for seven years and then destroyed. Some are kept for three years and then destroyed. Some are kept for one year.

The beginning of the fiscal year is the time for the Secretary and Treasurer to review their records and do what is appropriate with each type of document.

Summary

The beginning of the fiscal year is a time to ensure that everything related to last year has been properly reviewed and reported. It is also time for records to be properly stored. This is a time when Conference members should have every assurance that they are moving into the new fiscal year in good form.

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Additional Information

The following guidance was prepared in collaboration with Nancy Pino, Chief Financial Officer – Chief Operating Officer of the National Council of the United States, and Sherry Brown, Executive Administrative Associate at the National Office.

Exemption Requirements – 501(c)(3)

Unlike Churches, Society of St Vincent de Paul Councils and Conferences are required to apply for, obtain, and maintain an IRS tax exemption. The National Council proposes three options for securing tax-exempt status.

Option #1: Conferences operate as Integrated Units of a Council, all operating under one tax exemption and Federal Employer Identification Number (EIN). The Council annually files one consolidated 990 for all entities using its EIN.

Option #2: Each Conference or Council is responsible for itself only, each securing its own tax exemption and EIN. Each entity is required to annually file a 990 under their individual EIN.

Option #3: Council secures its own EIN and tax-exempt status and a group letter ruling with the IRS, sharing its tax exemption with a group, but each Council and Conference having its own EIN. Each member of the group ruling is required to file a 990 under their individual EIN.

Form 990

Tax-exempt organizations, such as the Society of St. Vincent de Paul, which operate with a 501(c)(3) status are obligated to report their activities to the Internal Revenue Service on an annual basis. This reporting is done on Form 990, Return of Organization Exempt From Income Tax. The form is intended to give the IRS and the public a picture of the organization’s activities each year. Some donors rely on Form 990 as their primary or sole source of information about a particular organization when selecting charities to support.

Form 990 includes information about the organization’s finances, governance, and compliance with certain IRS rules and reporting requirements. Additional schedules may be required depending upon the activities of the entity.

Generally, subsidiary Conferences that are using the Council’s EIN can rely upon the Council to submit a Form 990 to the IRS using information they provide to their Council. If your Conference or Council has its own EIN, it must file a 990 series report every year. Depending on your situation, this may be a 990, a 990-EZ, or a 990-N. A Conference whose tax exemption is covered under a Council’s group ruling must annually submit a Form 990 for their individual EIN.

The Form 990 is due on the 15^th day of the 5^th month following the end of the organization’s taxable year. Your fiscal year should be set forth in the bylaws of the Conference or Council. For Conferences and Councils with a September 30 fiscal year end, the due date is February 15. For those on a calendar year (December 31), the date is May 15. A six-month extension may be secured by filing Form 8868.

Timely filing of Form 990 each year is critical. If you miss the filing deadline, you will owe a late penalty. Failure to file a 990 for three successive years will result in an automatic revocation of your tax-exempt status. If your status is revoked, you will have to file a Form 1023 for tax-exempt status, pay the filing fee, and wait for the IRS to approve your status. If a Council’s tax-exempt status is revoked, all Conferences which use the Council’s EIN and operate under the Council are not tax-exempt.

Which form 990 do we file? As of the date of this writing, the general guidelines are as follows:

• Gross receipts of $50,000 or less and not filing a Group Return: may file a 990-N.
• Gross receipts between $50,000 and $200,000 AND total assets less than $500,000, and not filing a Group Return: may file a 990-EZ.
• Gross receipts of $200,000 or more, or total assets of $500,000 or more, and filing a Group Return: may file a 990.

There are exceptions to these rules that should be reviewed and those eligible to file a 990-N or 990-EZ, may choose to file a 990. This article should not be considered legal or tax advice. Details related to each Council or Conference will differ, and Conferences and Councils are encouraged to seek professional advice by hiring an accounting firm, Certified Public Accountant, or attorney familiar with tax-exempt organizations. These professionals will review the Council’s or Conference’s operations, organizational and legal status, and finances in order to determine the application of all rules under its specific circumstances and to prepare the appropriate Form 990 return.