The Science Of Trust: Why It's More Gift Than Transaction

Forbes

20-06-2025

Lynda Silsbee, Founder, Alliance for Leadership Acceleration and the Leadership Acceleration Program. Organizational effectiveness expert.
Let's start with a controversial truth: Trust isn't something you earn. It's something you're given.
Now hold your gasp—this isn't about giving blind trust to every charming new manager who remembers your dog's name. It's about acknowledging that trust, at its core, is a gift—offered freely, often before it's 'deserved.' And as with any gift, it's delicate, powerful and far more personal than we often admit.
In today's world of fast-paced teams, hybrid workforces and AI assistants who never take lunch breaks, the human currency of trust matters more than ever. Trust is the critical asset to improve teamwork, foster collaboration, drive engagement and manage constant change. That said, Gallup found that "only 21% of U.S. employees strongly agree that they trust the leadership of their organization. This marks a noteworthy decline from its 2019 peak (24%)."
According to PwC's "2024 Trust Survey," 93% of business executives agree that building and maintaining trust improves the bottom line."
Trust begins to build when employees feel inspired by senior leaders and see strategic actions leading to business success. Trust is complex and means different things to different people and in different contexts. It's important to talk about trust, creating shared definitions and expectations to build trust across a team or organization.
So, what builds this seemingly intangible yet make-or-break element of team culture? It's not just charisma or good intentions. We use a simple and research-backed framework that demystifies the magic of trust: the three C's of trust—competence, consistency and care. This creates a shared language and understanding so people can talk about specific behaviors that affect trust (build it or break it) and creates stronger, more productive relationships.
It's the most obvious—and often overemphasized—dimension of trust. Competence answers the question, 'Can I rely on you to get the job done?'
Think of it like hiring a pilot: You want to know they can fly the plane, not just smile during turbulence. Leaders who demonstrate skill, make sound decisions and deliver results start the trust conversation on solid footing.
But here's the twist: Competence alone doesn't inspire followership. A brilliant manager who's erratic or uncaring will lose the room faster than you can say, 'quarterly results.' Which brings us to the next C ...
Predictability isn't sexy, but it's safe. And in a world where change is constant, people crave anchors.
Leaders build trust when they follow through, stay grounded in their values and show up in a way that people can count on—especially in tough times. It's why we remember the manager who had our back during a layoff or the colleague who always follows through on commitments, even small ones.
Inconsistency is the fastest trust killer. Miss one too many deadlines or shift directions without context, and trust starts to slip through your fingers—no matter how competent or well-meaning you are.
This is the wild card—the most human and often most neglected of the three. Care is where trust stops being transactional and becomes relational.
It asks: Do you see me? Do you respect me? Will you act in a way that serves not just your goals, but mine too? In leadership, this shows up as empathy, active listening, advocacy and small moments of connection.
Leaders who care create psychological safety. They normalize feedback. They ask how someone's doing before diving into what they're doing. In doing so, they open the door for discretionary effort—the difference between someone working for you and someone going to bat for you.
Here's where the model becomes powerful. You need all three C's—competence, consistency and care—to truly earn the trust gift from your team or colleagues. Remove any one, and trust falters:
• Competent + Consistent But Not Caring? You'll be respected, but never followed with heart.
• Caring + Competent But Not Consistent? You'll confuse people, eroding confidence.
• Consistent + Caring But Not Competent? You'll be beloved, but not entrusted with critical decisions.
Trust is holistic. When all three C's are present, something beautiful happens: People give you the benefit of the doubt, collaborate more openly and assume positive intent.
Start by asking yourself and your team:
• Where am I showing up strong across the three C's?
• Where might I be falling short, especially under pressure?
And remember, trust-building isn't a checkbox. It's a practice. Like fitness or leadership itself, it's a daily discipline, made up of a thousand small moments—done imperfectly but authentically.
It's also contagious. Teams that operate in a high-trust environment mirror that trust outward—to customers, partners and stakeholders. That's not fluff; that's a performance advantage.
When someone trusts you, they're giving you something rare: the benefit of their vulnerability. They're saying, 'I believe in you enough to let go of control.'
So, yes, trust can be earned over time—but only if we treat it as the gift it is in the first place.
Your job, as a leader? Show up. Deliver. Care deeply. And never forget: People will follow those they trust—and flee those they don't.
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