Leadership Series: Be Trustworthy
- SpeakAnglo
- Jul 4
- 3 min read
In today’s world, people don’t always hold the exact same views about what makes a person trustworthy. We are going to look at some of the core elements, namely: honesty, competence credibility and benevolence.
Honesty is something that a leader should show in their everyday life and in their leadership role. Being truthful should be central to who they are. If you have a reputation for telling the truth, even when it’s uncomfortable to do so, then people will be drawn to you. They will feel safe to share necessary information.
Sometimes it might have the opposite effect, of course. Such as when you have to sit someone down and do some straight talking with them about poor performance. When those tough conversations need to be had, they can still be done with dignity and kindness.
This would include being honest when you have made a mistake too. We all make mistakes. Owning up to them forms part of trustworthiness.
A good leader would definitely want to avoid things such as ‘white lies’. What are those? Maybe waking up late, missing a flight and then blaming it on traffic congestion instead. A good leader sets a good example.
How to do it? Communicate openly and honestly with stakeholders and business partners. Support employees. Live up to the company values and mission. Communicate in a consistent manner.
Competence is when a leader demonstrates that they are able and capable of steering an organisation successfully. These leaders have the skills to make decisions that are good for the employees and the company. Ego-driven decisions definitely wouldn’t be happening.
For example, such a leader would not put short-term profit over long-term company success. Or overlook the wellbeing of employees and view them as expendable. ‘Actions speak louder than words’ is a well-known saying. A perception of competence is directly linked to the actions of an organisation’s leadership.
Credibility is closely connected with competence. When good decisions are made, that reflects well on the company.
The biggest risk is that once a company has had a PR disaster and lost credibility, it can take years to recover. Be proactive. Before pulling the trigger on a risky decisions, have open and honest dialogue with colleagues and stakeholders. Give enough time and thought to others and listen to their ideas.
Benevolence is about showing goodwill and kindness towards others. This includes showing a personal interest in employees and going beyond a one-size-fits-all approach.
Show empathy and allow exceptions for staff when it is clearly needed. For example, an employee with vision problems may need a specific type of magnification equipment. Not merely the cheapest kind so that HR can do a box-ticking exercise.
Or a tailor-made set of working hours for employees who have specific needs. For instance, working parents with young children or an employee working and taking care of an elderly relative.
Naturally, it will not always be possible to do this in every situation. But working along with staff in this way shows real benevolence and empathy.
Vocabulary
Stakeholder
(noun)
Meaning: Individuals or groups who have an interest in or are affected by a company’s actions.
Example: 'The board consulted with all stakeholders before making the final decision.'
PR disaster
(noun phrase / expression)
Meaning: A serious public relations crisis that severely damages an organization’s reputation.
Example: 'The company faced a PR disaster after an offensive comment went viral on social media.'
Ego-driven
(adjective)
Meaning: Motivated mostly by self-interest, pride, or personal ambition.
Example: 'Critics of the merger said that it was ego-driven and not beneficial to the company.'
White lies
(noun phrase)
Meaning: Lies that are thought to be small and acceptable.
Example: 'While some tell white lies to be polite, a truly honest leader values transparency.'
Box-ticking exercise
(noun phrase / idiom)
Meaning: An activity done just to satisfy a requirement or give the appearance of compliance.
Example: 'Many employees felt the survey was merely a box-ticking exercise by the company.'
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