Trust in Leaders is Plummeting – Here’s What They Can Do

Trust is the lifeblood of relationships, meaningful work and fulfilling experiences. But unfortunately, trust in leaders is plummeting—and this is occurring within the U.S. and globally. We face uncertainty in everything from the economy and inflation to technology and the future of work.

But amid the volatility and ambiguity, there are ways you can regain trust as a leader and take pragmatic action to build your credibility, rapport and reliability.

Sobering Stats

61% of people globally believe business leaders purposely try to mislead by saying things they know are false or exaggerated. 63% believe the same about government leaders and 64% say the same about journalists and the media. This is according to a sweeping poll of 32,000 across 28 countries reported in Edelman’s Trust Barometer Global Report.. But trust is relative as well—and as business leaders are distrusted overall, 53% of people in the U.S. “trust them to do what is right,” when they are asked to compare with other leaders.

How to Build (or Rebuild) Trust as a Leader

Fortunately, there are some pragmatic ways leaders can build trust, increase credibility and create relationships and rapport.

1. Be Transparent and Authentic

Critical aspects of trust in leaders are transparency and authenticity.

People can tell if you’re showing up with a mask or checking off a list of actions designed to manipulate or adjust the way you’re perceived. You don’t have to be perfect—no leader is—but people want to know you’re being yourself and doing your best.

Be transparent with people and talk about why you’re taking the actions you are. Share what you value, what you wonder about and what’s important to you. When people are legible—easy to read—they tend to be perceived as more trustworthy, so make clear who you are, what you believe and your commitment to the vision, mission and direction for the business.

In addition, be authentic. Be yourself and cultivate self-awareness. You’ll have good days and bad days, but do your best to manage yourself so you can show up effectively for others. Emotional labor describes the effort it takes to stay vigilant about circumstances, your reactions and how you come across—as well as how you pay attention to the needs of others.

2. Be Consistent and Aligned

Another primary way to build trust is by being consistent and predictable as well as aligned in what you say and do. Predictability and consistency are highly correlated with effectiveness and trust. People want to know they can count on you and not have to guess how you’ll react on any given day. In fact, research has found that people prefer a poor manager who is predictable over a manager who is sometimes good and sometimes bad, but unpredictable or reactionary.

Also ensure what you say and what you do are in alignment. It’s true that people believe what you do, more than what you say—so be conscious of your actions. In fact, the primary way people learn is through observing others, listening to them and experiencing them—so your influence is significant, especially as a leader.

If you must take action that you know will be unpopular, you’re better served to be clear. Avoid sugar-coating or trying to sell something people will see through. Also avoid telling people what you think they want to hear. Bad news is easier for people to accept when they believe they can trust you, even if the message is hard to hear.

3. Be Competent and Humble

You can also build trust by building your competence. Classic barometers of trust evaluate how much people perceive you to be knowledgeable. They want to know they can rely on you to make good decisions that are based on experience and evidence. Always be learning by reflecting on what you see and what works. Always be growing by seeking feedback and coaching. And always be building your capability by pushing yourself to develop your skills.

People will also trust you more when you balance confidence and humility. Let people know that you realize you don’t have all the answers. Embrace what you know and also the areas where you’re leaning on others’ expertise. Problems are complex today, and it’s unlikely you’ll have all the information you’ll need—or all the perspectives necessary—without the benefit of others’ views. Letting people know this, builds trust.

4. Be Empathetic and Ethical

Be ethical—of course and also be empathetic. Research has demonstrated that when leaders are perceived as being more empathetic, people are more likely to perform, innovate and stay with the organization. But in addition, empathy is important to the health and wellbeing of your people. Another survey found that 69% of people said their leader had a greater impact on their mental health than their doctor or their therapist and on par with their partner.

Again, the pressure is real, and the emotional labor is significant—but being a leader is an opportunity to have terrific positive influence. You build trust when people know you respect and value them, and when they know you have their best interests at heart. Of course you’ll still hold people accountable, but you’ll manage with your values at the forefront.

5. Be Present and Accessible

Finally, also prioritize being both present and accessible. These are proven to build trust as well. Pay attention to how people are doing, check in and ask questions. When you’re with others, be present and put away distractions. Listen and be attentive.

In addition, be accessible. You don’t have to be available 24×7, but you do need to get back to people in a timely way, respond to emails thoroughly and be available when people need support. Your presence and accessibility will speak volumes in terms of how you prioritize people and their importance to you—and will build trust.

Provide Hopeful Leadership

Leadership is fundamentally hopeful. By definition, leaders are setting direction, clarifying expectations and managing performance for the next set of outcomes. All of these are future-focused and forward-looking—and therefore require a degree of hope. It’s possible to build—or re-build—trust, when you’re intentional about the actions you take, the choices you make and the ways you connect with people.

Excerpts from article “Trust in Leaders is Plummeting, Research Shows. Here’s What They Can Do” Forbes, By Tracy Brower, PhD, Senior Contributor