When was the last time you felt let down by a person, an institution or figurehead? Why did you feel let down? Likely because there was an expectation there, and that expectation has been based upon something they’d said, promised or suggested, that wasn’t delivered upon. Conversely, when was the last time someone really came through for you and delivered on a commitment? And how did it make you feel? Likely, it made you feel really good and restored your faith in humanity, just a little bit.
But why is this important? It’s important because we have a crisis of trust in this country and beyond – people’s belief in other people’s (and especially leaders’) ability to keep their word has been impacted by politics, technology, media and so many other aspects of modern-day life – and leaders have a hugely important role to play in turning this crisis around.
I have been reflecting on this important issue around trust a lot recently from a couple of perspectives. Firstly, from a personal one – finding myself in a very challenging situation going into the new year, it has quickly become clear who can be relied upon and who can’t. But secondly, and more importantly, from having worked across multiple sectors and services, the thing I have seen sustain a sense of hope and belief across all of them, has been trust. Trust in leadership, in particular, is vital. This trust needs to come from those who come into contact with the service, the wider community who wrap around a service, and from the workforce who deliver it. When you receive this trust as a leader you can feel it – it sustains and motivates you to keep going. Likewise, when you are able to give your trust to a person or institution, it also feels good. Thus, it’s a virtuous cycle where everyone benefits. But when you look at it through the opposite lens, when trust is not given or received, it has, of course, the opposite effect – it feels demotivating, frustrating, disappointing from all perspectives.
Having trust in leaders has strong links to recruitment and retention, wellbeing, effective service delivery and in my humble opinion, one of the most important things for this country (and the world generally), a collective sense of hope for the present and the future. Much of this is sadly being eroded by politicians and high-profile figures’ inability to be truthful, transparent or consistent, the mass sharing of misinformation and augmented reality, and an overarching feeling that we too often have to really dig to get to the truth or reality of things. This is why it comes down to everyday leaders, people in positions of visibility and influence, to contribute to a ‘trust movement’ that counters what so many people are experiencing and seeing through the avenues (and more) I have mentioned above. But we must go beyond good intention into tangible, consistent delivery.
As leaders, we are judged less by intent and more by consistency over time. You can be incredibly well intentioned and verbally supportive, but what really matters to the people you lead is your ability to continually deliver (over time) on what you have said or committed to, in a tangible way. Promise-keeping is a core signal of trust and trust, as we all know, is a core part of the foundation on which positive, long-lasting relationships are built. Without these relationships, what are we really here for as leaders?
The way I see it, is quite simple. When you earn someone’s trust, you have to find a way of doing what you say you will do, even when times get tough and delivering isn’t easy or straightforward. Perhaps the way in which you deliver for them has to change or adapt when the circumstances around you shift, but finding a way to come through for people is the way in which we honour the trust they have placed in us.
As Stephen R. Covey once wisely said: “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
In finishing, here are some helpful questions to help to guide reflection on how you are building trust as a leader:
Keeping your word
- What have I promised in the last 3 - 6 months?
- Which of those promises have I fully, partially, or not delivered upon?
- Where I couldn’t deliver, did I go back and explain why, or did I hope people wouldn’t notice?
Honesty and realism
- Am I being honest about constraints, trade‑offs, and uncertainty, or am I oversimplifying (to potentially sound more confident)?
- Do I ever say ‘yes’ to avoid disappointment, even when delivery is doubtful?
- When plans change, do I explain the reason, not just the decision?
Consistency over time
- Would people describe my decisions as consistent and principled, even when they disagree?
- Do similar situations lead to similar outcomes, or do people experience me as inconsistent?
- Have my stated values been tested recently and did my actions align?
Accountability
- When something goes wrong, do I take responsibility?
- Have I publicly acknowledged mistakes I have made recently?
- Do I model the accountability I expect from others?
Day-to-day signals (small behaviours are powerful trust signals)
- Do I cancel or move meetings or deadlines often?
- Am I punctual and prepared?
- Do my actions make it clear that other people’s time and effort matter?
- Do I follow all the way through with the commitments I have made?
The acid test
- If I were in their position, would I trust me?
- What evidence, not intention, would I point to?
If you are looking for a leadership specialist you can trust to work alongside you on a project for your organisation, please visit my website at: www.elevatingleadership.co.uk or get in touch at alice@elevatingleadership.co.uk
