How Important is Trust and Integrity as a Leader?

Leadership has been a hot topic in the UK media recently. Boris Johnson has demonstrated actions and behaviours that could be debated for years with respect to his leadership ability and style, but what I have found to be prominent is people asking two key questions:

"Can we trust the Prime Minister?" and "Is he acting with integrity?"

In contrast, we have also seen the celebration of Her Majesty, Queen Elizabeth II, following her passing recently, with many praising her for her leadership and integrity as part of her devotion to the UK and the rest of the world.

Integrity and trust are two leadership qualities that go hand-in-hand. Leadership is influence, however, leaders need to be trusted and they need to act with integrity.

The mastery of integrity comes down to three things: being authentic to yourself, being authentic to others, and doing the things you have said you would do.

Dr. G. Hendricks & Dr. K. Ludeman, The Corporate Mystic

It all starts with Trust

A critical responsibility for any leader is fostering trust. Workplaces are built on trust. Imagine if a team did not trust its leader and the leader did not trust their team, and where members of the team didn't trust each other - how easy would it be to accomplish anything?

If a team didn't trust the leader, they would be reluctant to follow, and are likely not to apply their best efforts. Similarly, a leader who does not trust their team is probably going to micromanage.

Larsen (2008) defines professional trust as follows:

• Trust is the confident expectations of team members and leaders about each other's behaviours and intentions.

• It is a quality that team members and leaders extend to others who offer them basic support and value their ways of contributing to the team's effectiveness.

• Trust is comfort with being open to one another about failures, weaknesses and fears, as about competencies, strengths and achievements.

Covey (2006) emphasised that trust is the hidden variable in the formula for organisational success. This is especially pertinent in today's global, knowledge-worker economy where partnering and building strong relationships is so essential in doing business.

Covey continues by outlining 13 behaviours for building trust:

1. Straight talk. Communicate clearly so that you cannot be misunderstood.

2. Demonstrate respect. Based on principles of respect, fairness, kindness, love and creativity.

3. Create transparency. Be real and genuine and tell the truth in a way that people can verify.

4. Right wrongs. Make restitution instead of just apologising.

5. Show loyalty. Give credit to others and speak about people as though they were present.

6. Deliver results. This is a way to convert cynics and establish trust in a relationship.

7. Get better. Continuously improve by learning, growing and renewing yourself.

8. Confront reality. Tackle the tough issues head-on.

9. Clarify expectations. Create a shared vision and agreement upfront.

10. Practise accountability. Hold yourself and others accountable.

11. Listen first. Genuinely understand another person's thoughts and feelings.

12. Keep commitments. It is the quickest way to build trust in any relationship.

13. Extend trust. Shift trust from a noun to a verb.

Fostering an environment of trust

Authentic leaders must be willing and able to talk about their values, and about what makes them tick. They must demonstrate that their values are more than just words, by putting those words into action and into the choices they make.

There are other attributes a leader should demonstrate that are required to build trust:

• Authenticity

• Logic

• Empathy

Trust is a two-way process. It is essential that a leader gives a team autonomy and a reasonable degree of freedom over how they get work done. The leader's role is to make sure team members have context about what they are being asked to do, including why and how their contributions matter. Leaders must also give the team credit for and ownership of their results.

When a team is trusted, when they are empowered, they will be able to get more done.

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.

Dwight. D. Eisenhower

What about Integrity?

Integrity in leaders refers to being honest, trustworthy and reliable. Leaders with integrity act in accordance with what they say, and own up to mistakes.

Leaders need to realise that their words, actions, decisions and methodologies help to create a company's true values and culture. A leader's trustworthiness can be defined as three pillars, with integrity as one of them. The link between integrity and trust cannot be overestimated in the leader-employee relationship.

How to develop personal integrity:

• Be a good role model. Nurture a good reputation, live your values and remember it can take a lifetime to build a good reputation, but a moment to damage it.

• Be honest, and treat people well and with respect. Be quick to praise and show appreciation to others' contributions and achievements. Treat everyone fairly.

• Hold yourself accountable, not just to your superiors, but also to your peers, team members and employees.

• Ask for opinion and feedback. Ask your manager, mentor, peers and network how they perceive you, what you do well and what you can do better.

• Don't be afraid to be vulnerable. If you make a mistake, say so, and then fix it. You are not expected to be perfect, but you should be accountable and have the humility to admit fault.