1. Timely & critical feedback: It is your inalienable responsibility to talk things over with employees if- and as soon as - you become sincerely dissatisfied with their work, or you recognise deficiencies that are working against them. This is not always easy, and it will require much tack to avoid discouraging them, but you owe it to them. Bear this in mind: If you ultimately must fire a subordinate, you may have two pointed questions to answer : "Why has it taken you five years to discover my incompetence?" and "Why haven't you given me a fair chance to correct these shortcomings? Remember that when you fire someone for incompetence, it means not only that the employee has failed, but also that you have failed.
2. Make it unquestionably clear what is expected of employees: Number one on the list of required communication between supervisor and subordinate is the explicit understanding of expectations on the job. All too often, managers avoid direct discussions and rely on implicit instructions and generalised goals. Successful managers clearly set down goals and expectations with their subordinates, then follow up with monitoring and support.
3. Do not hang on to employees too selfishly when they are offered a better opportunity elsewhere : It's bad business to stand in the way of an employee's promotion just because the loss will inconvenience you. You are justified in shielding your people from outside offers only when you are sincerely convinced that they have an equal or better opportunity where they are. Accept that you are probably unable to judge this yourself anyway, so consider soliciting the option of the employee involved; it is his or her career, not yours. Anyway, you should not get caught in a position where the loss of the individual will embarrass you unduly. Select and train back-ups for all key personnel, including yourself.
4. Show an interest in what your staff is doing : It is discouraging to employees when the boss manifests no interest in their work, as by failing to inquire, comment, otherwise take notice of it. A little interest goes a long way - make the effort.
5. Never miss a chance to commend or reward subordinates for a job well done: Remember your job is not just to criticize your people and intimidate them into getting their work done. The better part of your job is also to help, advise, encourage, and stimulate them. Along the same line, never miss a chance to build up the prestige of your staff in the eyes of others. This is not to suggest perpetual lenience. By all means get tough when the occasion justifies it. An occasional sharp censure, when it is well deserved, will usually help to keep employees on their toes. But if that's all they get, they are apt to go a bit sour on the job.
Why This Matters
Organizations with high-trust cultures outperform their competitors by 286% in total return to shareholders, according to research by Great Place to Work. Trust directly impacts employee engagement, retention, innovation, and customer satisfaction. When trust erodes, you face higher turnover costs, decreased productivity, slower decision-making, and a talent brand that repels high performers. In today's transparent world where employer reviews are public and talent has options, trust isn't a soft skill-it's a competitive advantage that directly impacts your bottom line and your ability to execute strategy.
Leadership in Practice
When the new CEO became a major technology company's CEO several years ago, he inherited a culture characterized by internal competition, political maneuvering, and deep distrust between divisions. The famous "stack ranking" system had created an environment where managers hoarded talent and avoided difficult feedback conversations because any honest assessment could derail a career. The CEO made trust-building his central leadership priority, starting with transparent communication about what needed to change and why. He eliminated stack ranking and instituted a growth mindset culture where managers were evaluated on how well they developed their people, not just on how well they retained them. He personally modeled vulnerability by sharing his own learning journey and admitting what he didn't know. Critically, he made it clear that managers who failed to provide timely feedback or who blocked internal mobility for talented employees would not advance. Over the following years, employee engagement scores increased dramatically, and the company's market value more than tripled. The transformation wasn't about new perks or benefits-it was about rebuilding trust through consistent leadership behaviors. Managers learned to have courageous conversations early, to clarify expectations explicitly, and to celebrate when team members moved to better opportunities. This cultural shift unlocked collaboration across divisions that had been siloed for decades, enabling product innovations like the collaboration platform and their cloud platform's rapid growth. The CEO proved that trust isn't built through mission statements; it's built through leadership accountability and daily actions that demonstrate respect for people's growth and potential.
Leadership Framework
**The Four Pillars of Trust Framework**
**Pillar 1: Courageous Transparency**
- Deliver feedback within 48 hours of observing issues requiring correction
- Use the "care personally, challenge directly" approach: lead with context, be specific about behaviors, focus on impact
- Ask yourself: "If I had to terminate this person today, would they be genuinely surprised?" If yes, you've failed to be transparent
- Critical success factor: Separate the person from the performance; critique actions and outcomes, never character
**Pillar 2: Radical Clarity**
- Co-create written expectations for every role with measurable success criteria
- Establish 30-60-90 day milestones for new responsibilities or projects
- Conduct monthly alignment conversations: "What should you continue? What should you stop? What should you start?"
- Warning: Clarity without consistency breeds cynicism; ensure your actions align with stated expectations
**Pillar 3: Selfless Stewardship**
- Maintain a succession plan for every critical role, including your own
- When external opportunities arise for your people, help them evaluate objectively
- Celebrate internal and external promotions equally; measure success by careers launched, not just talent retained
- Build a reputation as a "talent factory" that becomes a recruiting advantage
**Pillar 4: Authentic Engagement**
- Schedule recurring 1-on-1s that are sacred time (never cancel unless emergency)
- Ask three questions regularly: "What's energizing you? What's draining you? How can I help?"
- Demonstrate curiosity about their work by asking informed questions that show you've paid attention
- Critical success factor: Engagement requires presence; put away devices and be fully attentive
"Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." - Jack Welch
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