According to Gallup’s global research on the needs of followers, trust ranks as the second most important thing people expect from their leaders—just after hope. And it makes sense. Without trust, everything else starts to feel shaky.
This week’s blog dives into the concept of trust and how strengths-based performance coaching not only helps build it but thrives on it. Trust strengthens relationships. And relationships are the foundation for performance.
In fact, in my own published research on trust and coaching effectiveness, I found that trust isn’t just a “nice to have” in leadership—it’s the cornerstone of a coaching relationship that actually leads to performance growth. Trust, as it turns out, is what allows for open feedback, meaningful challenge, and the kind of stretch that supports professional development.
Read more on that here.
Here’s the thing about trust: people tend to approach it in one of two ways.
Some give it away easily—and then take it back the minute there’s a breach. That’s shallow trust.
Others take a long time to build it. Along the way, every experience either reinforces or erodes it. That’s deep trust.
The problem? Some leaders expect their people to give them deep trust, without ever doing the work to earn it. And once trust is broken—especially when it was shallow to begin with—it’s incredibly hard to rebuild.
One exercise I use with leadership teams is simple but revealing. I write the word “Trust” at the top of a flip chart, and then draw two columns:
Builds and Takes Away.
Then, we go around the room and brainstorm what actions, behaviours, or habits build trust—and what takes it away.
You can imagine the early responses:
“Don’t lie.”
“Do what you say you’re going to do.”
“Have integrity.”
But as the conversation deepens, more nuanced ideas emerge. One of my favourites came from a leadership team I worked with a few years ago. During the exercise, one team member said:
“Don’t let others have spinach in their teeth.”
I loved that.
When he explained further, he said: “If you see someone doing something that might be embarrassing, or about to ‘step in it,’ step forward. Say something. Help them before they get hurt.”
It immediately reminded me of a moment I’ll never forget.
I was at a large event, mingling with colleagues and guests before heading up to speak. I was wearing a black skirt, dress blouse, and no jacket—trying to look professional and polished. As I moved through the crowd, one of my staff—who didn’t report to me directly—walked up quietly and said:
“Cara, you have a hole in the back of your skirt.”
I froze. Reached behind me.
Sure enough—a sizable hole. In the skirt. In a very compromising area.
I was about to step in front of a room full of people, and I was this close to making it a very different kind of presentation.
Without missing a beat, I threw on my black blazer (pro tip: always keep a black blazer within reach), thanked her profusely, and carried on. To this day, I know—without a doubt—she would never let me have spinach in my teeth.
And that? That built deep trust.
Fast forward to another leadership event, where a senior leader was on stage and had a wardrobe malfunction of their own. Our entire management team looked at each other and said the same thing:
“Someone needs to tell her. She has spinach in her teeth.”
But no one did. And you know what happened? That moment turned into a “remember that time” story.
Trust is built in the moments when we choose to step in.
It’s also built when you choose not to join the whisper networks.
You know the ones. The quiet, behind-the-scenes chatter. The “did you hear what so-and-so said” stuff. In complex organizations, it’s easy to fall into that trap—especially when stress is high and time is short.
One of my rules as a leader is this:
Have each other’s backs.
Here’s what that looks like in practice:
When someone approaches you to vent about a colleague or another leader, you respond with:
“That’s interesting. Did you ask them about it directly?”
It’s simple. It’s powerful. And it shuts down gossip in a heartbeat.
If a staff member comes to you to complain about their manager, ask:
“Are you sharing this because you want my help to address it? Or are you just venting?”
And if they say, “I just needed to get it off my chest,” you follow up with:
“Thanks for trusting me—but this puts me in a tough spot if you don’t want me to do anything with that information.”
Because here’s the truth: being trustworthy means not being part of the whispers.
It means people know you won’t stir the pot. You won’t smile and nod while secretly judging or joining in. You’ll hold people accountable—with care. And over time, people will know exactly who you are. And that builds trust.
Gallup’s research is clear: followers expect trust from leaders.
And the way you build trust—daily, consistently, quietly—becomes your culture.
It’s also exactly what I found in my research: trust is the pathway to performance. It’s not a side effect. It’s the foundation. When leaders model trustworthiness, coach through strengths, and stay accountable in relationships, they unlock the kind of performance and engagement that no policy or perks program can match.
As always, we’re building trust with our community by curating this week’s Hive Roundup—your go-to list of roles in Career Development, Experiential Learning, and adjacent spaces across Canada.
If you’re looking for a fresh start—or know someone who is—please share it along.
And stay tuned for next week’s conversation, when we talk about the third leadership expectation: compassion.
This Week’s Hive Roundup:
BC
Managing Director, Student Affairs
University of British Columbia
Apply here
Closes: April 29, 2025
AB
Administrative Assistant – Full-Time (Temp)
University of Lethbridge
Apply here
Closes: April 11, 2025
Strategic Partnerships Liaison
SAIT
Apply here
Closes: April 8, 2025
Manager, Continuing Education
University of Alberta
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Closes: April 11, 2025
Specialist, Venture Programs
University of Calgary
Apply here
Closes: April 17, 2025
ON
Bilingual Employment Consultant (Blind River)
Sault College
Apply here
Closes: April 3, 2025
Part-time Health Sciences Placement Officer
Georgian College
Apply here
Closes: April 4, 2025
Health Sciences Placement Officer
Georgian College
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Closes: April 4, 2025
Part-time Program Support Officer, Employment Services
Algonquin College
Apply here
Closes: April 8, 2025
Employment Assistance Officer – Appendix D/Temporary Assignment
Algonquin College
Apply here
Closes: April 8, 2025
Program Assistant
Ontario Tech
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Closes: April 10, 2025
Arts & Science Internship Program Co-op Coordinator (term)
University of Toronto – St. George (Downtown)
Apply here
Closes: August 25, 2004 (Note: Date may need updating)
Manager, Student Life
University of Niagara Falls
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Community Engagement Officer
University of Niagara Falls
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Director, Domestic Student Recruitment
University of Niagara Falls
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NS
Coordinator, Continuing Education
Mount St. Vincent University
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Closes: April 9, 2025
NFLD
Student Development Officer (Co-operative Education Coordinator)
College of the North Atlantic
Apply here
Closes: April 9, 2025