8 Pillars of Trust
Cathie Leimbach • June 14, 2022
David Horsager has been considered a leading authority on trust for over a decade. His best-selling books, The Trust Edge and Trusted Leader, share the insights that have helped him guide others in building their trustworthiness and a culture of trust in their organizations.
Trusted Leader expounds on 8 Pillars of Trust which are the foundation of our trustworthiness and, thus, our ability to be a leader worth following. As you review these 8 pillars below, consider which may be your strengths and which are important areas of growth for you?
Horsager suggests that the first pillars to work on to enhance trust in ourselves and our organization are Clarity, Compassion, Connection, and Consistency.
- Clarity means being crystal clear about what is to be achieved. This includes the when, where, why, and how of the work to be done. People want to fully understand what is expected so they can meet expectations. When there is ambiguity about what is to be accomplished, employees often receive negative feedback about their performance. Such experiences increase workplace stress and turnover, thus lowering individual and organizational success.
- Compassion is caring for others as valuable human beings. It includes putting people above the work itself. For example, be patient with a man whose workplace energy falls a little while he is adjusting to sleep interruption after welcoming a newborn into his family.
- Connection with other people requires that you respect them and believe they can add value. Show connection by collaborating with them. Ask them questions that seek their perspective and ideas. Listen attentively to their answers and engage them in ways that validate their input.
- Consistency in both big things and little things shows reliability. And people trust those who are reliable. They want to follow leaders whom they can count on.
The other 4 pillars are Character, Competency, Commitment, and Contribution.
- Character refers to doing what is right even when it isn’t easy.
- Competency is important because people have confidence in leaders who are capable and expand their capabilities to meet changing circumstances.
- Commitment is demonstrated when leaders are dedicated to the organization and its goals even when the work or the times get tough.
- Contribution is expected of leaders. To be trusted leaders must apply themselves and get results that move the organization and its people forward.
After considering Horsager’s 8 Pillars of Trust, how would you rate your trustworthiness? Which pillars are contributing to others’ trust in you? Which weaker pillar will you focus on strengthening over the next few weeks?
Artificial Intelligence is becoming a powerful workplace tool. It can summarize information, analyze data, draft content, and generate ideas in seconds. But there is a growing risk leaders need to recognize: AI can sound convincing even when it is wrong. In an article by Erica Dhawan, she describes a legal case where attorneys used ChatGPT to help prepare a court filing. The brief looked professional, the reasoning seemed logical, and the citations appeared legitimate. There was only one problem: several of the cited cases did not exist. The AI had fabricated them. The danger wasn't carelessness. It was trust. Because the information was presented clearly, confidently, and professionally, nobody stopped to question it. Psychologists call this the "fluency heuristic"—our tendency to assume information is accurate when it is easy to process and sounds credible. As leaders, we cannot allow polished answers to replace critical thinking. When you find yourself thinking, "This is too good to be true," put your brain in gear. Dig deeper. Investigate. Verify the facts. Ask what assumptions were made, what information might be missing, and what evidence supports the conclusion. AI can be an incredible assistant. It should never become a substitute for judgment. The smooth answer is not always the wrong one—but it is often the one that deserves the most scrutiny. Before You Act, Verify. The biggest risk with AI isn't bad information. It's believable information that's wrong. That's why we created the AI Verification Checklist for Leaders —a simple 5-minute tool designed to help leaders challenge assumptions, identify missing information, verify conclusions, and make better decisions before acting on AI-generated recommendations. Download the free AI Verification Checklist for Leaders and start asking better questions before making important decisions.
Most leaders want better performance. They want employees who take ownership, solve problems, adapt to change, and consistently deliver results. Yet Gallup reports that only 31% of employees are engaged at work. That means nearly 7 out of 10 employees are not fully applying their talents, effort, and initiative to their roles. The question leaders should be asking isn't simply: "Why aren't employees performing?" It's: "Are we developing people to perform at their best?" Gallup's latest research suggests many organizations may be falling behind. Nearly 6 in 10 CHROs say employee development is one of the areas where their organization struggles most. At the same time, fewer than half of U.S. employees have participated in training or education to build new skills for their current job. That gap creates risk. As AI, technology, customer expectations, and job responsibilities continue to evolve, employees cannot meet changing expectations with outdated skills. The impact is especially significant among high performers. Gallup found that organizations providing fewer development opportunities are more likely to lose their best people. The good news is that development doesn't require expensive programs or lengthy workshops. It starts with leaders who consistently: • Connect strengths to daily work • Clarify expectations • Provide meaningful feedback • Coach performance • Hold growth-focused conversations One of the most effective ways leaders can support employee development is through regular 1-on-1 meetings with each direct report. These conversations create opportunities to coach, remove obstacles, align priorities, and discuss growth before problems become bigger issues. For practical ideas, read our resource: 5 Factors in Successful 1-on-1s . Organizations that thrive won't simply expect more from employees. They'll develop people so they can contribute more. Because when employees grow, performance grows with them.