What’s the true cost of low trust in your team?
Why This Matters
Trust isn't just a "nice-to-have" in leadership—it's a critical component that directly impacts organizational performance. Consider these findings:
The Real Cost of Low Trust at Work | Gallup, FranklinCovey, Bupa, HBR
Productivity Impact: In low-trust workplaces, decision-making becomes cumbersome, leading to slower results and higher costs. FranklinCovey
Employee Engagement: Only 21% of U.S. employees strongly agree that they trust the leadership of their organization, highlighting a significant trust gap. Gallup.com
Financial Cost: Disengaged employees, often a result of low trust, cost the global economy an estimated $8.8 trillion annually. Forbes
Turnover Costs: Organizations that don't focus on creating a culture of mutual trust may experience higher turnover, especially among younger generations. WebMD Health Services
Leadership Reputation: A lack of trust in leadership can lead to decreased morale and hinder the organization's ability to navigate change effectively.Gallup.com
Leaders who are intentional about their style understand that true impact comes from attending to both the tangible and intangible elements of leadership—Trust being one of the most powerful among them.
Common Challenges
Many leaders struggle with trust because they lack a clear understanding of its components and how to cultivate it intentionally. Stephen M.R. Covey, in The Speed of Trust, identifies four core elements:
Integrity: Acting in accordance with your values and being honest in your dealings.
Intent: Having clear motives and genuine concern for others.
Capabilities: Possessing the skills and competencies necessary to perform effectively.
Results: Delivering on promises and achieving desired outcomes.
Without a focus on these elements, trust can erode, leading to disengagement and decreased performance.
Try This Instead
I invite you to reflect on the following questions to assess and build trust within your leadership. As you consider your own answers, also ask yourself: What would my team or peers say in response to these?
Integrity:
What core values shape the way you work and lead?
In what ways are those values visible to your team and stakeholders?
How would others describe the values you consistently embody?
Intent:
What truly motivates the way you approach your work and your leadership?
How do those around you experience your intentions—and do they perceive them as genuine and in service of others?
Capabilities:
What strengths do you consistently rely on, and where are you seeing opportunities to grow?
How are you currently investing in your development as a leader?
How do your team members describe your ability to guide them through challenges and toward results?
Results:
What outcomes or accomplishments have shaped your reputation as a leader?
What kind of goals have you co-created with your team that challenge and inspire growth?
How do you ensure that you and your team stay on track to deliver meaningful results?
Take a moment to explore the area where your answers—and others’ perceptions—might not yet align. That space is not a weakness; it’s an invitation. Let’s work together to turn it into strength, and to prepare you to be truly Fit to Lead.