The Trust Test: Four Questions That Build or Break It

After working with hundreds of leaders, we have found that there is one common denominator that determines success over failure and extraordinary achievement over mediocre leadership performance. And that includes leaders in engineering, construction, social services, church, education, medicine, financial services, legal services, and more.

So, what is it? Simply, trust – the belief or confidence that someone will effectively meet or exceed your expectations.

Unfortunately, the latest numbers on trust leave considerable room for improvement. A 2025 Gallup poll revealed that only 19% of people “strongly agree” that they trust the leadership of their organization. We can do much better.

Here are a few examples of why trust is so essential in our lives:

• A patient needs to have confidence in their surgeon before agreeing to have the procedure.

• An employer needs confidence that the candidate is really as good as their resume.

• A bank needs to have confidence in the business owner who is asking for a line of credit.

• A voter needs to have confidence in a politician before they will support their election.

• A donor needs to have confidence in a nonprofit leader before writing a large check.

• An employee needs to have confidence in their manager before choosing to stay there.

So yes, trust is very important. But how do we usually decide if we trust someone? Here are four questions we often use to determine the level of trust we have in someone (and they use to evaluate us).

1. Are you telling me the truth?

I read the story of a young man named Deo who was in medical school in the East African country of Burundi when the genocide took place between the Hutu and Tutsi tribal factions. The genocide was horrendous. It is estimated that between the countries of Burundi and Rwanda, over 800,000 people were murdered. While escaping his country on foot, Deo, a member of the Tutsi minority, ended up among others who were fleeing the massacre, many of whom were Hutus. A woman with a young child told him she would help him survive if he followed her. But the question that went through his mind was, “Are you telling me the truth?” He chose to trust her, and she helped him get to a safer place, ultimately saving his life.

Every day, we are faced with the questions of “Are you telling me the truth?” and “Can I trust you?” These questions often emerge when I am listening to a podcast, reading a book, seeking advice from a medical professional or financial advisor, searching the internet, talking with a client, or interviewing a potential employee. Telling the truth is the foundation of forming trust and keeping it alive.

2. Do you have my best interests in mind?

I have a friend who worked for the same company for 30 years. This company has an exceptional reputation for how they treat employees, and they flew my friend to California to recognize her years of service. But a month after that, she was laid off. It was crushing, especially in light of just being honored for 30 years! She had always felt this business looked out for her and had her best interests in mind, but when this happened, it quickly eroded the trust that had been built over three decades.

Picture this in comparison to a business owner who once personally helped their employee cover multiple expenses they were facing due to a complex family life. Which one of these employers gained trust and which one lost it? Whenever people view us as having their best interests in mind, trust grows.

3. Do you know what you are doing?

If you asked me to change the brakes on your car, that would be a very big lapse of judgment on your part. I can handle an air filter and maybe the oil, but beyond that, there is no chance. I would not know what I was doing, so you should not trust me to do it. When people assess our trustworthiness, one of the criteria they use is determining how knowledgeable we are in the relevant area.

Years ago, I was working with a business client when I learned that a previous consultant had given them poor advice that was still causing the owner a lot of stress and difficulty. In my mind, I was saying, “What the heck were they thinking!” The business owner felt that the previous consultant did not know what they were doing, especially regarding the unique situation of the business (and I agreed). To build and maintain trust, people need to be confident that we know what we are doing.

4. Will you do what you promise?

Contractors are notorious for not living up to their promises. People have experienced pricing different than what was agreed upon, a timeline that was not honored, and quality that was far less than expected. By reading reviews, you can tell that these failures damage trust. But the opposite is true as well.

A few years ago, I had work done by two different contractors. They did what they promised, for the price they promised, and in the timeframe they promised. This not only led me to trust them, but I also referred them to several others. When we as leaders fail to follow through with an employee or a customer, trust is eroded. However, when we do what we promise, trust is strengthened.

Our experienced coaches can help you increase the trust among your team through individual coaching and team training. Contact us to learn more.

Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.