Trust: A Multifaceted Construct Beyond Binary Thinking
Introduction
Trust is often perceived as a binary construct: either one trusts someone, or one does not. However, in leadership, organisations, and interpersonal relationships, trust is far more nuanced. It is not a singular decision but a complex interplay of factors that evolve over time. Trust can vary in degrees, contexts, and dimensions. For executives and senior leaders, understanding and cultivating trust is foundational to fostering strong relationships, effective leadership, and organisational success.
This article explores trust as a multidimensional construct, leveraging Charles Feldman’s Warmth-Competence Framework and Brené Brown’s BRAVING Inventory, while also integrating additional perspectives to provide a robust understanding of trust in executive leadership.
The warmth-competence framework: Trust as dual perceptions
Charles Feldman’s research highlights that trust is built on two primary dimensions:
1. Warmth (Sincerity and good intentions)
The perception that someone is well-intentioned, caring, and has our best interests at heart.
2. Competence (Capability and effectiveness)
The belief that someone is skilled, knowledgeable, and capable of delivering on promises.
- How trust evolves between warmth and competence
We typically start assessing trust from one of these dimensions—warmth or competence—depending on the context.
- In personal relationships, trust is often first established through warmth. We gauge sincerity and good intentions before deciding if someone’s competence matters to us.
- In professional settings, especially leadership roles, people often begin by assessing competence. Before placing trust in a leader, they evaluate whether that person has the skills and knowledge to deliver results.
However, once trust reaches a “gateway” in one dimension, we naturally shift to assessing the other dimension.
- If a leader is perceived as competent but distant, people may begin questioning their warmth—asking, “Do they actually care?”
- Conversely, if someone is warm and likeable but underperforms, trust in their competence starts to diminish.
- Using warmth and competence to strengthen relationships
Leaders can use this framework as a strategic tool to build and repair trust:
- If trust is lacking, identify whether the deficit is in warmth or competence, and work to strengthen the weaker area.
- If entering a new professional environment, start by demonstrating competence to establish credibility, then build warmth to deepen trust.
- If building team trust, balance competence (clear expertise, decisiveness) with warmth (active listening, approachability).
Key takeaway
Trust is not just about being good; it is about being both well- intentioned and effective. Leaders must demonstrate authenticity and capability in equal measure.
BRAVING: A framework for building and diagnosing trust
Brené Brown’s BRAVING Inventory provides a structured way to assess and build trust. It consists of seven interrelated elements:
1. Boundaries
Clear expectations about what is acceptable and what is not.
2. Reliability
Consistently following through on commitments.
3. Accountability
Taking responsibility for actions and mistakes.
4. Vault
Maintaining confidentiality and respecting privacy.
5. Integrity
Acting in alignment with values, even when difficult.
6. Non-judgement
Creating a space where people can be vulnerable without fear of shame.
7. Generosity
Assuming positive intent in others’ actions..
- Diagnosing relationships that feel tricky
For relationships where trust feels unclear or inconsistent, BRAVING can be a diagnostic tool. Consider:
- Which of these seven elements feels weak or missing?
- Is the issue personal (warmth-related) or professional (competence- related)?
- Is a lack of trust based on past behaviour, or is it rooted in assumptions or miscommunication?
Application for leaders
Conduct a self-assessment or gather feedback from colleagues to understand where strengths and gaps lie across these seven building trust elements. Encourage open conversations around these dimensions to uncover and address trust issues.
Trust as an ongoing process, not a one-time decision
Trust is dynamic—it is built through repeated interactions and can be easily eroded.
Brené Brown uses the Marble Jar Analogy to illustrate trust: Imagine trust as a jar filled with marbles. Each positive interaction—keeping a promise, showing vulnerability, demonstrating integrity—adds marbles to the jar. Conversely, breaches of trust—broken commitments, dishonesty, failure to respect boundaries—remove marbles. Some relationships start with an empty jar, while others may begin with a full or half-filled jar based on past experiences. The key to maintaining trust is ensuring that more marbles are added than removed over time.
Executives should think of trust as a bank account: deposits are made through consistency, integrity, and competence, while withdrawals occur through broken commitments, dishonesty, or lack of transparency. The goal is to maintain a positive trust balance.
The organisational trust lens
At the organisational level, trust is just as critical as it is interpersonally. Trust impacts engagement, innovation, and resilience.
- High-trust cultures foster collaboration, agility, and retention.
- Low-trust environments create fear, disengagement, and high turnover.
- Trust in leadership is the single most significant predictor of employee commitment and performance.
- Practical strategies for executives
- Model transparency in decision-making.
- Encourage psychological safety so that employees feel safe to express concerns.
- Build cross-functional trust by ensuring departments collaborate rather than compete.
- Communicate frequently and honestly about challenges and uncertainties.
Conclusion: The executive imperative to cultivate trust
Executives who understand trust as multidimensional and dynamic are better positioned to lead effectively. Trust requires:
- Balancing warmth and competence (Feldman’s model)
- Strengthening BRAVING elements (Brown’s trust inventory)
- Recognising trust as a continuously evolving process
Final thought
How would your leadership change if you saw trust not as a single decision but as a daily practice?
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