Do Your Team Members Trust You as Their Leader?

This week we’ve been talking about trust and why it’s a leadership imperative (not to mention a business one!). I was joined by trust expert, author, leader, speaker, trainer and more; Natalie Doyle Oldfield for Ep.77 of Leading with integrity. Natalie is an expert on all things trust, and I’m pleased to say is not the first such expert I’ve had the pleasure of speaking with; you may remember a past episode with Darryl Stickel as well.

Trust has always fascinated me because of how fragile it is, yet how essential to nearly every human interaction. From a leadership perspective I’ve seen people be led to extraordinary achievements based on nothing more than simple trust placed in their leader, indeed I’ve been one of those people, led towards and accomplishing something I never would have thought myself capable of.

On the flip side of that, I’ve also seen how quickly and how dramatically things can go wrong in a business when that trust is lost or missing.

Those opposing experiences over the years have served to deepen my interest in the subject, which - as you will discover in this edition - can be far more scientific, complex and nuanced than the subjective, binary and emotive ways we often tend to look at it.

What follows below is my attempt to weave together the key points, thoughts and subtle differences in the approach of world-leading experts in the field of trust building, as gleaned from two thoroughly enjoyable conversations this year.

Thanks and credit to both Natalie and Darryl for their insights, expertise, and generosity.

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Understanding and Measuring Trust

Trust is often a reflection of the nuanced dynamics that underpin human connections. My conversations with Darryl Stickel and Natalie Doyle Oldfield have unveiled a few common themes, or key features, of trust.

Firstly, it should be seen as more than a binary concept - it's a spectrum, a delicate balance between uncertainty and vulnerability.

Darryl Stickel, a seasoned expert in creating lasting trust, offers a strong challenge to this conventional view of trust. He guided us through the intricacies of high-trust environments where collaboration and problem-solving thrive. Trust, in his view, isn't a static state, but a skill that leaders can cultivate. "Building trust is fairly simple," he asserts. "It's about reducing uncertainty and helping people manage vulnerability."

Natalie Doyle Oldfield, based on her own extensive research, provides a further scientific lens to trust. Our second key feature is that trust, as Natalie contends, isn't an intangible virtue but a quantifiable entity. She has developed a rather innovative way to do just that, called the Trust Equity Score, it's a measurement and management tool, allowing leaders to turn an abstract concept into a strategic asset.

This dual perspective enriches our understanding of trust. It's not just a feeling; it's a strategic imperative, a crucial aspect that leaders can measure, manage, and master.

Myths and Misconceptions About Trust

I specifically asked both our Trust experts what some of the myths and misconceptions are about the subject, which they would like to challenge. We’ve seen one of those already, in the binary assumption of trust and how it’s more complex than a simple case of “On or Off”. Here are five more to think about:

Myth 1: Trust is solely based on individual characteristics. Darryl introduces his 10 ‘levers of trust’, which include three within uncertainty—benevolence, integrity, and ability—as well as contextual levers. The point being that trust is not only about the person or people involved but is also impacted by the environment and context in which relationships develop and exist.

Myth 2: Emotional states don't impact trust. Darryl also debunks the myth of rational trust decisions, highlighting the role of emotional states in influencing our perceptions and actions. Emotions play a crucial role in building or eroding trust, and the flawed assumption that people are always rational actors leads us to also misunderstand how trust works.

Myth 3: Trust happens quickly. Natalie addresses the misconception that trust is built rapidly. Contrary to this belief, trust often takes time, shaped by experiences, company culture, and individual perceptions. Developing trust is a gradual process that can span years.

Myth 4: Building trust is solely the leader's responsibility. Natalie emphasises the mutual nature of trust. It's not solely the responsibility of leaders or organisations to build trust; it's a two-way street. Trust is a reciprocal relationship, requiring both parties to extend trust for it to flourish. In my view this is especially relevant to leaders, we must remember that trust is a two-way street, much like respect and communication. In practice this often means that for us to establish trust, we must demonstrate trust in return.

Myth 5: Once Lost, Trust is Irreparable. Both Natalie and Darryl challenge the belief that trust, once lost, is beyond recovery. Drawing from his extensive experience, Darryl highlights the importance of continuously building trust equity. Even when mistakes happen, having a balance to draw from, akin to a trust bank account, allows for repair and growth. Natalie too, discusses the problem in similar terms, and gives a case study example where a company she worked with was able to rebuild lost trust (more on that below!).

The Leadership Trust Imperative

Trust is a strategic necessity in leadership. Both Darryl and Natalie shone a light on the profound impact trust has on leadership effectiveness.

Darryl's emphasis on trust as a skill aligns with the evolving role of leaders in modern organisations. High-trust environments, as he articulates, foster collaboration and problem-solving. Leaders, therefore, must recognise trust-building as a continuous learning journey. It's not a trait bestowed upon a select few but a craft honed through intentional effort.

Natalie's exploration of the business case for trust reinforces its strategic significance. Trust, she asserts, isn't just a moral imperative; it's a competitive edge. The statistics speak volumes—80% of people are more likely to buy from a trusted company, and 86% are more likely to partner with one. Trust isn't just a leadership virtue; it's a key driver of business success.

In the realm of leadership, trust isn't a soft skill; it's the backbone of effective, sustainable leadership.

Where We Often Go Wrong As Leaders

Leadership, noble as it can be, isn't immune to pitfalls or mistakes. Darryl offers a stark cautionary tale about the perils of low trust: suspicion, cynicism, and societal polarisation. In a world grappling with trust deficits, (see also: Politics!!) his call for awareness and skill development in trust-building rings with urgency.

Natalie adds a pragmatic touch, addressing the challenges organisations face in times of crisis. Her case study of a global healthcare company navigating trust issues during the pandemic underscores the real-world impact of trust on sales, customer relationships, and overall business success.

As leaders, it's crucial to recognise the consequences of low trust. Beyond the immediate challenges, low trust erodes collaboration, stifles innovation, and leaves organisations vulnerable to declining staff retention rates, dropping output and productivity, and greater impacts from other or external crises.

Certainly this is supported by some of my own experiences!

Building (or Repairing) Trust

Trust, a fragile creature often found in a world of harsh realities, can be damaged but not irrevocably broken. Darryl and Natalie both reassure us that trust, once lost, can be rebuilt. The analogy of trust equity, akin to a bank account, provides a tangible framework for understanding how to repair trust when missteps occur.

Darryl's insights on the levers of trust - benevolence, integrity, ability, context, vulnerability, and perceived outcomes - offer a practical roadmap for leaders seeking to strengthen their relationships and build their trustworthiness. Trust, he emphasises, is a nuanced interplay of emotions, actions, and perceptions.

Building trust requires a delicate balance of intentional actions and contextual understanding. Leaders must navigate the intricacies between uncertainty and vulnerability, recognising that as with nearly every other aspect of successful leadership: trust is not a one-size-fits-all concept. It's a dynamic force shaped by individual and contextual nuances.

Conclusion: Understanding the Trust Landscape

As we journey the landscape of leadership and trust, a few key conclusions emerge. Trust is not a static state; it's a dynamic force shaped by intentional actions and contextual understanding. Leaders must embrace trust-building as a skill, not a given, and organisations can leverage innovative tools like the trust equity score to navigate the complex terrain of trust (visit Natalie’s website to try this out https://www.successthroughtrust.com).

Darryl Stickel and Natalie Doyle Oldfield, each in their unique way, contribute to the grand narrative of trust in leadership. Trust is the key to leader’s ability to build harmonious relationships, foster collaboration, and steer organisations towards enduring success.

In a world where trust is both a virtue and a strategic imperative, leaders who master the delicate interplay of uncertainty and vulnerability emerge as facilitators of transformative change.

Thanks for making it this far, I hope that’s because you’ve enjoyed reading! To learn more about Darryl or Natalie you can check out their websites: Darryl Stickel and Natalie’s is already above. And to listen to their respective episodes of Leading with integrity: Leadership talk, search for Ep.48 and Ep.77.

That’s all for now, see you next time.

Be a Leader, Not a Boss!

David

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