Trust is the foundation on which senior leadership teams rise or fall. In my experience as an executive leader and through my work with numerous organizations, I’ve seen firsthand how trust can either fuel success or sow dysfunction within teams.

When trust is present, senior leadership teams engage in open, candid discussions where differing viewpoints are respected, and curiosity drives understanding. High trust makes honest, transparent communication the norm, allowing team members to leverage each other's expertise to make better decisions. It also fosters collaboration, as each leader feels empowered to lead their function without the fear of competition or undermining others.

Conversely, low trust among senior leaders can lead to widespread dysfunction throughout the organization. Distrust breeds suspicion and turf wars, where individuals prioritize their own interests over the collective success of the organization. Siloed behaviors emerge, resources are hoarded, and instead of working together, team members pursue their own agendas, fragmenting the organization.

So, how can senior leadership teams build and sustain high levels of trust? While trust is cultivated in many ways, a few key practices can make a significant difference for those willing to invest in it.

1. Talk About Trust Regularly

Trust is often overlooked until it’s broken, but for senior leaders, it needs to be a regular part of their conversations. Leaders must recognize that trust is a shared responsibility, and they should not take it for granted when it's present. Making trust a priority will help prevent it from becoming a crisis when issues arise.

To begin, senior leaders must establish a common understanding of what trust is. Since everyone has a different perspective on trust—shaped by early experiences and personality—it's important for leaders to align on its definition. One useful framework is the ABCD trust model, which breaks trust into four elements:

• Able – demonstrating competence

• Believable – acting with integrity

• Connected – showing care for others

• Dependable – honoring commitments

Equally important is ensuring that each leader exhibits behaviors that align with these elements, as trust is ultimately built through action. Trust is a skill that can be developed with practice.

2. Conduct a Trust Audit

The next step is for each leader to assess how frequently they display behaviors that build trust according to the ABCD model. This honest self-evaluation can help identify areas of strength and areas that need improvement. It’s equally important for each leader to seek feedback from others to get a full view of how they are perceived within the team.

A trust audit takes courage and humility, but it’s essential for leaders to model self-reflection and growth. By doing so, they can lead by example, fostering a culture of continuous improvement.

3. Extend Trust to One Another

Leaders must become comfortable with extending trust to their fellow team members, starting with the other senior leaders. Trust doesn’t simply happen—it must be initiated. As Ken Blanchard and his co-author discuss in Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust, “Someone must make the first move to extend trust. Leaders go first.” Trust is inherently risky, but it is a necessary risk for growth. As Ernest Hemingway wisely said, “The best way to find out if you can trust somebody is to trust them.”

4. Filter Decisions Through the Lens of Trust

Senior leadership teams should consistently consider how their decisions will impact trust. A useful guiding question is: Will this decision build or erode trust within our team or organization? If the answer is “no” or “I’m not sure,” it’s a sign that further discussion is needed before moving forward.

Leaders often face “trust dilemmas,” situations where decisions may build trust with one stakeholder group but erode trust with another. In these cases, it’s crucial for leaders to be transparent about the factors influencing their decisions and to clearly communicate the rationale behind them. While not every decision will build trust with all parties, when leaders openly acknowledge the trade-offs, stakeholders are more likely to understand, if not agree with, the decision.

5. Overcome the Temptation of Self-Interest

Senior leaders face immense pressures and responsibilities, and the temptation to prioritize individual interests can be strong. However, building trust requires leaders to rise above personal agendas and focus on the collective success of the organization. By agreeing on a common language of trust, conducting regular trust audits, extending trust to one another, and considering the impacts of their decisions on trust, senior leadership teams can build a more cohesive, effective team.

Ultimately, trust must start at the top. When senior leaders genuinely embrace and model trustworthy behaviors, they set the tone for the entire organization. Trust then becomes a cultural norm, permeating every level and fostering a more collaborative, high-performing environment.

Yogesh Sood