Returning from facilitating a firm leaders conference, I was struck by how frequently the issue of trust surfaced, either overtly or more subtly. Transferring leadership roles from one generation to the next is difficult, whether it’s a job, a client or a firm.

Here’s the lesson: you can’t make anyone trust you. All you can do is to demonstrate you are trustworthy. That way, you reduce the risk others have to consider when they actually have to trust you. While you can’t control their willingness to trust you, you can positively influence their decision by doing these three things.

First, show respect for the transfer. They have developed, grown and earned what they are being asked to give to you. When you acknowledge that you understand the magnitude of the transfer, they increase their confidence in you before they give it.

Second, be honest about the limits of your capability. To be so confident you can just step in take over without a blip diminishes their hard work and effort. The fact is you can’t just step in. If you admit your limitations, they won’t have to. You actually increase their confidence in you because you recognize it’s bigger than you are, at least at the moment.

Third, be open to their guidance. They want you to fully appreciate their way of doing things. For you to simply come in with the attitude that you are going to do something better is presumptuous. A measure of humility is a confidence-builder for them because you acknowledge you don’t know it all.

This week, continue positioning yourself to accept the job, client or firm leadership. Make yourself trustworthy and remove a barrier that prevents the transfer.

You know what you have to do, so do it.