Seth Barnes Dec 17, 2007 7:00 PM

Leaders must build a culture of trust

One of a leader's top jobs is to build a culture of trust. Can I tell you something? If you are a leader, this is one of the hardest things you will e...

Subscribe


One of a leader's top jobs is to build a culture of trust. Can I tell you something? If you are a leader, this is one of the hardest things you will ever do.

Let me illustrate in real time (I've cleared it with everyone so as not to undermine our trust). I've got two leaders in Morocco on a setup trip for the AIM ministry they oversee. One of their subordinates in Mexico is fairly new on staff and has not built trust with another of our staff members. In fact, both these guys have struggled to overcome the trust-depleting actions of the other.

The problem is, if they would trust one another, they could really help one another a lot. But because they are starting with a trust-deficit, the easiest thing to do is to work independently, leaving potential synergies unrealized and undermining my efforts to build a culture of trust.

If AIM had a more robust culture of trust, the two staff members would understand that they can't back away from the table, that they have to press into the sticky business of clarifying how past actions have depleted trust in order to take another shot at building trust.

Here's how seriously I take this: At 11pm last night, I'm emailing my leader in Morocco (with whom I have a covenant relationship and an enormous reservoir trust). He in turn asks his highly trusted subordinate to lay out in an e-mail to our guy in Mexico the reasons trust has been broken. That e-mail went out last night.

This morning I was copied on our Mexico guy's response to the e-mail. I haven't read it yet, but the first thing I'm going to look for is, did he validate the other guy's issues? Or did he simply respond in a lawyerly, point-counterpoint manner? Validating someone's issues shows that you appreciate where they are coming from and respect them as a human being who is just trying to navigate a complex world.

If at the end of the day everyone feels respected, then that gets us back to zero on the trust meter. The two co-workers in Mexico then get a do-over; we give them the opportunity to help one another and participate with us in building a culture of trust all over again.

At some point if a staff member is so independent (some would say selfish) that he can't participate in building a culture of trust, it is the leader's tough assignment to find a way to ensure that the staff member doesn't undermine his trust-building efforts. Usually this means dismissal. It's a step most leaders are unwilling to take and the result is dysfunction
- a piece of the corporate body that doesn't fit with everyone else.

My next blog further explains the dynamics of trust in organizations.

For next blog in series, see: Trust-building: Job #1 for leaders

Comments


Comment created and will be displayed once approved.

Related Blogs

Necessary change vs. the march of folly

Necessary change vs. the march of folly

Newsflash: We're moving Talia and Joe's wedding start time from 4 pm to 6 pm. We...

By Seth Barnes
Criteria for developing a nonprofit board

Criteria for developing a nonprofit board

This morning in 45 minutes the Adventures In Missions board of directors will ha...

By Seth Barnes
Trust - how to earn it & keep it

Trust - how to earn it & keep it

This is the third in a series on trust-building in leadership. Trust is the ...

By Seth Barnes

Related Races (3)

Nepal | Alumni | August 2026

Nepal | Alumni | August 2026

Alumni 10/40 Spring 2026 - Central Asia

Alumni 10/40 Spring 2026 - Central Asia

South Africa | Semesters | August 2026

South Africa | Semesters | August 2026

Next article

What Would Jesus Buy?

Our AI generated post content for you!

Here's a suggested caption you can copy and tweak.