Trust Matters: Foundations for Strong Leadership
Trust matters in leadership.
As you have likely learned too many times throughout your life, trust is not built overnight. However, you can accelerate the process by committing to consistent and deliberate actions that demonstrate care, integrity, transparency, dependability, and expertise. By proactively focusing on creating and maintaining consistent rhythms with your actions, attitude, and behaviors around the five core attributes of trust, you will be more successful in creating a foundation of trust that will remain strong under the many challenges that leadership brings. In this lesson, we will focus on the attributes of benevolence, honesty, openness, reliability, and competence.
Let’s take a quick look at these attributes:
Benevolence in leadership is demonstrated through practicing empathy, compassion, and concern for the well-being of others.
Honesty is being truthful and transparent with everything that you do, even if it means admitting mistakes or failures.
Openness involves a willingness to share information, listen to feedback, and consider new ideas.
Reliability is being consistent with actions and behaviors over time, following through on commitments, meeting deadlines, and upholding promises.
Competence is the ability to effectively perform tasks and fulfill responsibilities.
“While selfishness joins hands with no one of the virtues, benevolence is allied to them all.”
Self-Assessment
Trust Matters: Foundations for Strong Leadership
Below, you will encounter a series of statements related to Trust. This assessment will help you identify areas of strength and areas where you can continue to grow and develop throughout your leadership journey.
Trust Self-Assessment for Leaders
For each statement, rate yourself on a scale from 1 to 5, where:
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
After completing the self-assessment, read over the self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
Benevolence:
1. I actively seek opportunities to help and support my team members.
2. I show empathy and compassion in my interactions with others.
3. I create a positive and inclusive work environment.
4. I prioritize the well-being of my team members.
5. I am known for my kindness and consideration towards others.
Honesty:
6. I always communicate truthfully with my team.
7. I admit my mistakes and take responsibility for them.
8. I provide honest feedback, even when it is difficult.
9. I am transparent in my decision-making processes.
10. I uphold ethical standards in all my actions.
Openness:
11. I encourage open communication and the sharing of ideas.
12. I am receptive to feedback and willing to change my approach.
13. I foster an environment where diverse perspectives are valued.
14. I openly share information with my team.
15. I am approachable and easy to talk to.
Reliability:
16. I consistently deliver on my promises and commitments.
17. I am dependable and can be counted on in times of need.
18. I follow through on tasks and responsibilities in a timely manner.
19. I maintain a high level of consistency in my actions and decisions.
20. My team can trust that I will always support them.
Competence:
21. I possess the necessary skills and knowledge to effectively lead my team.
22. I continually seek opportunities for professional development.
23. I make informed and effective decisions.
24. I demonstrate expertise in my field.
25. I successfully guide my team towards achieving their goals.
Self-Reflection Questions:
1. What are your greatest strengths as a leader?
2. In which areas do you see room for improvement?
3. What specific actions can you take to enhance your leadership skills?
4. How can you better support your team in their development?
Scoring:
110-125: Exceptional Trust Competency - Congratulations! You demonstrate a high level of trustworthiness across all components, which is crucial for effective leadership.
95-109: Strong Trust Competency - You have a solid foundation of trustworthiness and are likely to be an effective leader, but there may be areas for further development.
80-94: Moderate Trust Competency - There are areas where you demonstrate trustworthiness, but there is room for improvement in others. Consider focusing on enhancing your weaker areas.
65-79: Limited Trust Competency - You may struggle with some aspects of trust, which can impact your effectiveness as a leader. Invest time and effort in developing your trustworthiness skills.
25-64: Very Limited Trust Competency - It appears that you have significant challenges in demonstrating trustworthiness. Consider seeking guidance and support to develop your trust-building skills for better leadership effectiveness.
By prioritizing these basic facets of trust—benevolence, honesty, openness, reliability, and competence—you can foster a culture of trust that enhances collaboration, productivity, and overall organizational success.
Remember, this self-assessment is just a starting point for understanding your knowledge of Trust and the Foundations for Strong Leadership. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your strengths and weaknesses.
“Try your best to treat others as you would wish to be treated yourself, and you will find that this is the shortest way to benevolence.”
BENEVOLENCE
The word benevolence originates from the Latin term "benevolentia,” which translates to "good will" or "the disposition to do good." It has transcended its linguistic roots to become a universal value across cultures. Acts of benevolence, such as charity, volunteerism, and community service, are highly esteemed and encouraged. For leaders, benevolence is the embodiment of kindness and goodwill through our words and actions. It's about maintaining grace and empathy even in challenging times when emotions run high. Taking a moment to breathe and thoughtfully consider your words can transform interactions and outcomes.
When leaders foster a culture of benevolence, it sets a powerful precedent for the entire organization. Employees mirror this mindset, striving to do what's best for everyone involved.
Research by The Kingsley Group (yourkingsley.com) underscores this connection. Multiple studies in the sociology of work converge on a crucial finding: there is a strong correlation between benevolence in the workplace and enhanced employee performance. The common theme—benevolence at work drives better employee outcomes—and all of this starts with the leader. Embracing and demonstrating benevolence is a powerful way to inspire high performance and a thriving work environment.
BENEVOLENCE + HONESTY
Our next attribute to add to our equation for creating a high level of trust is honesty. Honesty isn’t just about being truthful; it's about cultivating an environment of transparency and trust. An honest leader communicates openly, provides accurate and timely information, and isn’t afraid to admit when they’re wrong. This practice doesn’t just build credibility; it cements trust within the team, ensuring that members can depend on the information they receive.
When leaders consistently demonstrate honesty, they set a powerful standard of integrity. This not only inspires their team to act with the same level of candor and responsibility but also creates a culture where truthfulness and transparency are valued above all. In this way, honesty becomes more than a policy—it becomes the foundation upon which successful and resilient teams are built.
“You Never Know Who's Watching”
Shazam was a manufacturing company with divisions in water and energy. The energy division's sales team was excelling, thanks in part to a new young salesperson named Pat, who was on the verge of achieving a major sales milestone. To acknowledge this success, the Senior Vice President, Kerri, along with other business leaders, were flying out to review ongoing and upcoming contracts, distribute Q2 bonuses, and announce a well-deserved promotion.
Everyone just knew the promotion was going to Pat. The sales team of ten had a collective goal of $600 million in order entry. Although it was only the middle of the third quarter, Pat had already booked $98 million in new orders by himself. He was in his second year with the company. He credited his success to the fact that he was responsive to his customers’ requests during the day, late at night, and on the weekends. Pat was proud of himself and made sure that he informed everyone about all his hard work.
On the negative side, Pat did occasionally overpromise results to his clients even though he knew it was not achievable, but he figured it would be close enough. And his customers liked the fact he was always available. No matter what he made sure his clients were always satisfied. As a reward for his hard work, he received a very competitive salary and a bonus based on his sales.
As a part of the big visit to celebrate the success of the team, Pat and the rest of his sales team were invited to Black Hawk Golf Course for a quick lunch and an afternoon tee time. Everyone was so excited for the opportunity to rub elbows with Kerri, the SVP and company management team.
The team met promptly at noon and gathered in a side room to wait for the leadership team to join. After introductions, everyone got up to head to the lunch buffet. When they went to get into line to select their food, Kerri was in line by Pat and they were chatting about a recent baseball game.
As they moved through the line, Pat and Kerri selected their entreé and then moved to the salad and bread. As they got ready to check out, Pat slid the extra salad dressing he had picked up under his salad plate so he did not have to pay for it. This was a small thing, but one Kerri noticed.
After they had eaten, Kerri nodded to the assistant, signaling to bring in the celebration cake. Pat just knew he was about to get that promotion and a big raise. He was so excited. A few moments later, he was absolutely crushed! Kerri, the SVP, announced that Madeline was getting the promotion. Madeline worked hard and had $77 million in sales – good but less than Pat. Like Pat, she also provided exemplary customer service to her clients, and they loved her.
Pat was so surprised. He knew he deserved recognition because had done more sales than Madeline.
Pat later met with his manager to discuss what had happened. His manager gave him a lecture on honesty, leaving Pat completely confused about the purpose of the conversation. His director emphasized that Kerri, the SVP, and the entire Shazam company valued honesty and integrity above all else. Pat’s manager concluded the meeting by revealing that the $0.50 salad dressing had cost him his promotion. They believed that if he was willing to steal something so small, it raised concerns about what else he might justify doing in the future. Honesty was non-negotiable, serving as a cornerstone for the success in their company.
Lesson from this story:
It's the small, consistent actions that build trust in a relationship; remember, people are always observing your behavior.
Integrity, the choice between what’s convenient and what’s right.
BENEVOLENCE + HONESTY + OPENNESS
The next attribute is openness. It seems now more than ever, leaders are realizing the importance of cultivating openness in creating a thriving culture of trust. There are a few key things you can do to demonstrate openness with others.
First as a leader, you need to be honest with your people about where you stand with diversity, equity, inclusion and belonging efforts that continue to be a focus for most organizations across our country. Ask yourself and others: where is the company or department currently falling short and what are we doing to address the gap?
Secondly, actively seek out and encourage feedback. Create a safe space for people to share thoughts and feelings, where they feel secure enough to push back and challenge when appropriate. Ensure that employees know their contributions are genuinely valued and provide clear reassurance that there won't be any retaliation for sharing feedback intended to improve the organization.
Third, as a leader, you must seek to understand and actively listen when people take the time to share opinions and viewpoints; make sure people know that their input matters.
And finally, make time to show genuine gratitude and appreciation for the efforts of others. You need to be open about the contributions each person makes within your organization, celebrating their achievements as wins for both themselves and the company.
When done correctly, an intentional focus on openness can yield numerous benefits for you as a leader. One significant benefit is that people will feel more comfortable sharing information with you, potentially allowing you to address problems early or prevent them from escalating into crises. Openness will also increase your approachability as a leader, giving people the feeling that they are working with you and not just for you. This approach is key to building strong connections with your people. The stronger these connections, the more engaged and committed your people will be in achieving the goals and objectives.
“In all my public and private acts as your president, I expect to follow my instincts of openness and candor with full confidence that honesty is always the best policy in the end.”
BENEVOLENCE + HONESTY + OPENNESS + RELIABILITY + COMPETENCE
Reliability is the consistency of actions and behaviors. For a leader, this means holding themselves personally accountable to follow through on commitments, meet deadlines, and uphold promises. The real measure of a reliable leader is the ability to lead consistently in both predictable and unpredictable events and favorable and unfavorable situations. When people feel confident they can depend on their leader, they’ll have lower levels of stress and anxiety, assured that they’ll receive support and guidance regardless of the circumstances.
Having competence means you’re able to effectively perform your tasks and fulfill responsibilities. It is equally as necessary as the other four attributes for a leader to build trust. Having competence shows that you can get things done – correctly. Competent leaders possess the necessary skills and expertise to guide not only themselves but also those they lead to success. By demonstrating competence on a consistent basis, people are reassured that their leader is capable and knowledgeable. Competent leaders also invest in their own development and the development of their team, ensuring continuous growth and improvement.
The Journey of Pepper: From Uncertainty to Excellence
Pepper had recently been promoted to team leader at Stark Industries, a bustling software development firm. Though she was excited about her new role, Pepper felt a wave of self-doubt. She worried about her ability to manage the team effectively and meet the high expectations placed on her.
In her first few weeks, Pepper struggled with delegating tasks and often found herself overwhelmed. Deadlines were missed, and team morale began to dip. Realizing that she needed to change, Pepper decided to seek guidance from her mentor, Tony, a seasoned leader at the company.
Tony advised her to focus on two key areas: reliability and competence. He explained that being a reliable leader meant consistently delivering on promises and being dependable, while competence involved continually improving her skills and knowledge.
Determined to turn things around, Pepper began by setting clear expectations with her team. She held regular meetings to discuss goals, progress, and any obstacles they faced. By doing so, she created a transparent and accountable environment. Pepper also made it a point to follow through on her commitments, no matter how small. Her team soon noticed her dedication and began to trust her more.
To enhance her competence, Pepper dedicated time each week to learn about new software development practices and project management techniques. She attended workshops, read industry articles, and even enrolled in an online course. Pepper also encouraged her team to pursue continuous learning, fostering a culture of growth and improvement.
As months passed, the changes in Pepper's leadership style became evident. She was no longer the uncertain leader who struggled with delegation. Instead, she had become a reliable and competent leader who inspired her team. Projects were completed on time, and the quality of their work improved significantly. The team’s morale soared as they felt supported and empowered under Pepper’s guidance.
Pepper’s journey was a testament to the power of dedication. By focusing on reliability and competence, she not only transformed her leadership but also the performance and spirit of her team. Stark Industries thrived under her leadership, and Pepper's story became an inspiring example for others to marvel.
Reflection Questions:
What steps did Pepper take to become a more reliable leader?
How can you ensure that you consistently follow through on your commitments?
What strategies can you implement to build trust within your team?
In what ways did Pepper work on improving her competence as a leader?
What areas of your skillset do you think need improvement?
How can you incorporate continuous learning into your routine?
Elevate your understanding of the five attributes of Trust by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
The Power of Reliability: A Pillar of Trust and Success
Jim Iyoob
Trusted Leaders Practice Transparency in These 5 Ways
Scott Mautz
3 Strategies for Leading Through Difficult Times
Rasmus Hougaard, Jacqueline Carter, and Rob Stembridge