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信用と信頼は、人間関係や社会活動の基盤を形成する重要な概念であり、しばしば混同されがちだが、本質的には明確な違いが存在する。信用は主に経済的・合理的な評価に基づき、「約束を守る能力や義務を履行する資格」を指すのに対し、信頼は感情的・倫理的な結びつきに基づき、「相手の善意や誠実さを信じる気持ち」を意味する。 引用元：人事の窓口ホームページより
にほんブログ村
Hello, this is Yasui Shacho, and I run a company primarily engaged in inspections of high-pressure gas equipment.
Here are my three recommended books!
- An Ultra-Introductory Guide to Capital by Taichi Kogure — Karl Marx’s Capital is famously difficult to understand, but Kogure explains it in an incredibly accessible way. Reading it often makes you think, “So that’s how the world works!”
- The 7 Habits of Highly Effective People by Stephen R. Covey — Essential principles worth learning for living a better life.
- Face Reality by Tadashi Yanai — In this book, the founder of UNIQLO explains what it means to truly “see reality.” His perspective, influenced heavily by Drucker, is well worth reading.
The longer you run a company, the more you realize how important history and credibility truly are.
I recently came across an article that explained the difference between credibility and trust very clearly.
According to the article, credibility and trust are both essential foundations of human relationships and social activity, yet they are fundamentally different concepts. Credibility is based mainly on rational and economic evaluation—it refers to the ability to keep promises and fulfill obligations. Trust, on the other hand, is based on emotional and ethical connection—it means believing in another person’s sincerity and goodwill.
(Source: Jinji no Madoguchi website)
Reading that made me feel that credibility comes first, and trust follows afterward.
As long as we work as part of a company, we are operating using the company’s capital, credibility, resources, history, and reputation.
I am no exception.
I am not simply acting as an individual—I am working as part of NEXT.
People may think “Yasui Shacho equals NEXT,” but I don’t think that’s entirely true.
Customers are not simply hiring me personally; they are hiring Yasui Shacho of NEXT.
That distinction is important.
And company money belongs to the company.
Even a president must never confuse that.
Back to the main topic.
Even if trust exists, people may still hesitate to do business if there is no credibility.
Of course, not every situation is the same, but credibility often involves profit and risk.
Lending money.
Selling products on credit.
Whether those things eventually come back to you depends heavily on credibility, doesn’t it?
In that sense, asking someone to do work is also about whether you are willing to bear risk.
You place an order, but what if the work is not completed by the deadline?
The party placing the order must bear that risk.
You might think, “If money is being exchanged, finishing the job properly is only natural.”
But perhaps that feeling already assumes the existence of credibility and trustworthiness.
Credibility comes from things like:
- being a well-known name,
- having a famous company behind you,
- being supported by a large organization,
- or even being a small company with a long history and track record.
When you line these things up, you realize credibility cannot be built overnight.
Credibility is built steadily, little by little.
And trust is what comes afterward—when people say, “If we leave it to them, it’ll be fine.”
But when these things collapse, they collapse incredibly fast.
Both credibility and trust must be built carefully over time.
They take a tremendous amount of effort and patience.
That’s why we should cherish them.
Thank you very much for reading all the way to the end!
See you again!
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