Commitment Raises Trust

Cathie Leimbach • August 16, 2022

“People believe in those who stand through adversity. History’s leaders who have made the biggest impact were willing sacrifice for the greater good.” Demonstrating commitment definitely speaks louder than words in raising trust.

Commitment raises trust because committed people are reliable. They can be trusted to be a team member, pull their weight, be at work every day, share their knowledge and skills, and get things done. This lets others know they aren’t alone.  They can count on help and support from the committed people around them.   Leaders know they can delegate work to committed people without needing to check in on their progress throughout the day. 

Yet, many people aren’t committed to their job or other responsibilities in their lives. And some who are committed to their work bring are in a negative mood much of the time, bringing down workplace morale. Let’s take a look at the components of commitment and how leaders can help employees develop positive commitment.

John Meyer and Natalie Allen developed the “Three Component Model of Commitment”. They suggest that there are three main factors that influence workplace commitment.

1.  Affection for your job – emotional commitment

Some people have a strong emotional attachment to the organization and a passion for the work they do. There is likely a connection between their personal values and goals and those of the organization. They truly want to work there.

2.   Fear of loss – continuance commitment

Some people, even though they do not enjoy their work or the workplace culture, are afraid to lose the known benefits of their current job because their next job might be even worse for them. They might have to take lower pay or accept poorer health insurance. They might not make any friends at their next job.  

3.  Sense of obligation to stay – normative commitment

Others, believe that staying with the same organization is the right thing to do. They believe in loyalty even if they struggle. They may feel obligated to stay because the organization has provided them with valuable training, even if they are so uninterested in their work that they have no workplace satisfaction.

The first factor, affection or passion for their job, is the one that drives employee engagement, builds morale, enhances workplace culture, and increases productivity. When leaders focus on developing engaged employees everyone benefits. This requires leaders to help employees understand how they can add value at work, provide clear expectations, praise workplace contributions, support skill development, and leverage employees’ interests and strengths by placing them in right-fit positions within the organization.

When leaders identify employees who may be there due to a fear of loss or a sense of obligation, it is particularly important to learn their strengths, provide work that better suits their interests, and help them identify aspects of their work which motivate them. This increases their affective commitment which reduces the impact of the other factors that keep them at their current job.

What can you do to increase your employees’ affection for their jobs so long-term employees add value and positivity to the workplace? Then their commitment to the organization will raise trust.

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.