2. Don't hide bad news Northern Rock has suffered a major fallout, in part because the leaders hid the bad news (or the potential for bad news), possibly even from themselves. As the bad news leaked out, savers who had entrusted their money queued to withdraw it immediately. To regain some trust, the UK Government had to spend rather more than a few crisp bills from its bankroll.

Advertising of financial or pharmaceutical products now carry a warning of the potential downside or side effects (albeit in tiny print or spoken at a rate few amphetamine addicts would understand). Should our elevator pitch contain such caveats? It would be honest.

3. Don't over promise Making promises you cannot keep? Why do politicians rate as the most untrustworthy of people? They promise the world and seldom deliver.

It's a trap that many parents fall into. Talking to their kids about the exciting places they're going to go and the fun they are going to have. From pimples - "you'll grow out of it" to exhortions to study - "you'll be able to do whatever you like when you graduate with honours".

Networkers are prone to over promise - it's considered perhaps an embellishment, a slight exaggeration or, the catch-all, marketing.

4. Walking the talk

Doing what you say you will do is probably the most critical component of trust. If any of the three points above are in doubt, there is little chance that you will be able to walk the talk.

How many times have you been to a networking event that ends in warm handshakes and empty commitments? When you say that you will introduce a friend to a contact, do it. If you say that you'll pass on their contact information, do that. If you say that you'll turn their business around and they will make 2 grand a month with just 4 hours work a week... Diligent follow-through sets you apart from the crowd and communicates trust.

Your trust bankroll is being spent every-time you: speak falsehoods (however small); hide bad news (even the potential of the downside); over-promise or; under deliver.

How to rebuild trust.

Even the greatest leaders can suffer a loss of trust. This may be the result of error in judgment or a mistake. Or circumstances may conspire against the leader (a favourite of politicians and ex-Northern Rock senior management).

Networkers are also prone to losing trust - perhaps the result of adverse market conditions or the failure of a supplier or partner. A respected and trusted networker can lose years of building trusted relationships through introducing a connection who failed to deliver on their promise. So how do we rebuild damaged trust?

Acknowledge the mistakes. When decisions turn out unexpectedly, the leader owes his followers an explanation. Inflated egos can make a leader quick to assign blame or make excuses, but a mistake unacknowledged is compounded.

A straightforward acknowledgment of the mistake should be the front end and made voluntarily. One forced (because I got caught) does nothing to re-establish trust. "I forgot to call" may not be something a networker likes to admit, but it's more honest than making up a convoluted story of deceit that tries to shift responsibility elsewhere.

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