Survey reveals the six factors fundamental to trust

Based on recent research from the Institute of Leadership and Management (ILM) into levels of trust in senior management teams. This research identifies a clear roadmap for individuals to build trust in themselves and their organisations.

The six factors fundamental to trust: ability, understanding, fairness, openness, integrity and consistency. How senior leaders and managers can be proficient in all of these areas and build trust levels within their organisation as a result. Plus how important integrity is in building trust.

The survey looked at how leaders have to be aware of their ‘signal value' and how this is perceived by employees as a sign of integrity. The more senior you are, the more the gap between what you say and what you do, or what you don't say or do, is amplified. The research published in September by the Institute of Leadership & Management (ILM) revealed that almost a third of UK employees (31 percent) have low or no trust in their senior management teams.

Over 5,600 employees were surveyed for the Index of Leadership Trust, which reveals that, for CEOs, ability alone is not enough. In the current climate of economic uncertainty and an air of mistrust, in everyone from bankers to MPs, up and down the country, the survey revealed that CEOs must work harder at demonstrating their personal integrity, in addition to their leadership ability, if they are to inspire trust in their staff.

The Index identifies and measures the six factors that are fundamental to trust: ability, understanding, fairness, openness, integrity and consistency. Respondents identified the two most important trust factors for CEOs as ability and integrity, highlighting that, as well as being able to do their job, CEOs must have and, crucially, be seen to have, high levels of personal integrity. This is often instinctive and may be difficult to teach, but it can be learned.

By contrast, although line managers are more trusted, the research shows that employees expect a more diverse range of qualities and characteristics from them. As well as ability, top of the list, and integrity, line managers are required to demonstrate understanding, fairness and consistency. Employees trust their managers when they are proficient in all six trust dimensions, emphasising the importance of good quality leadership development to ensure managers have a wide breadth of skills and knowledge required to perform effectively.

28 October 2009