More than words: how leadership can build trust at a practical level

Abstract

Purpose – The aim of this article is to show how leaders build and maintain high levels of trust in organizations by applying regular, simple but highly impactful actions. Design/methodology/approach – This article discusses the role of trust when it comes to building high-performance cultures, characterized by motivated and engaged employees. It outlines a four-element model of trust that the author has researched, developed and applied during her work with organizations including Discovery and Solar Century. The elements are investment in relationships, honesty, humility, and consistency. Each element is supported with the author's observations of managers, leaders and HR practitioners who have significantly impacted the performance of their organizations by embracing the model. Findings – Although there is high awareness among leaders and managers for the need for trust and trusting behavior, there is often little practical support available to them to ensure trust is systematically invested in as a leadership behavior. The author argues that it is only by consciously applying specific behaviors across the four elements that trust becomes something real and tangible. The model is substantiated with case study examples taken from a cross-section of different sized organizations and sectors. Originality/value – The article is based on the author's personal experience and knowledge of organizations that excel in the four elements of the trust model.