The 3 C’s to Fostering Trust
Right now, school leaders everywhere are preparing for a strong start to the school year. A part of this process is welcoming new and returning teachers, and setting the vision that the team will drive towards during the school year. We know that in order to successfully tackle the latter, school leaders must foster a culture of trust with their people. Because, well, trust matters – a lot.
Teachers who work in high-trust schools report experiencing less stress, burnout, and illness than those who work in low-trust schools. Trust also creates higher levels of effectiveness, investment, and more stamina. On the other hand, teachers who don't feel trusted often experience stifled engagement, increased levels of anxiety, and workplace dissatisfaction.
With trust being a key component of cultivating a healthy team and bringing any vision to fruition, it is important to understand how trust is built and sustained.
Commitment, Communication, and Consistency are the Pillars of Trust
As a former principal who now works with school and district leaders to implement systems that foster high levels of accountability and achievement, I engage in a lot of conversations about fostering trust and building strong relationships. What I have come to realize is that most education leaders understand that trust and strong relationships are crucial to carrying out their core work. However, many of the leaders that I work with struggle to name what trust actually looks like in practice and what steps they can take to foster a culture of trust.
From my experience, trust is built upon commitment, communication, and consistency. Through these three key moves school leaders are able to build great schools and set a culture that is set and modeled by their own character. Paul J. Zak’s research on the neuroscience of trust is in alignment with this idea, in which he shares criteria about leadership behaviors that increase engagement and generate trust. Zak shares eight criteria for success in this endeavor, and all eight have three common themes: commitment, communication, and consistency. He states, “Ultimately, you cultivate trust by setting a clear direction, giving people what they need to see it through, and getting out of their way.”
Putting the 3 Cs in Action
We know that trust is a two way street. We also know that in order to reach goals and bring a vision to fruition requires commitment, communication, and consistency from both leaders and teachers. So too, leaders have the additional responsibility of modeling this for their people.
Commitment
Leaders must be committed to putting their vision into action, and committed to taking personal responsibility for making things happen. As leaders, when we are feeling challenged or stuck, we must first check in with ourselves and be honest about whether or not we are really committed and are committed to the right things.
Take a moment to reflect and think about the following:
What are your commitments to yourself, your team, and scholars?
Why are these your commitments? Do they reflect who you are and what you believe?
Do your commitments set a clear direction that helps you and your team drive towards the vision for the school?
How will you hold yourself accountable for consistently upholding your commitments?
When, where, and how will you communicate these to others?
Communication
Setting a clear direction and having commitments in place for your team is not enough to build trust. Leaders also need to deliver clear and compelling communication. Some things serve as great surprises, but your expectations and vision of excellence are certainly not one of those things. When teachers experience uncertainty about the school’s direction, this often leads to heightened levels of stress, erodes creativity and effectiveness, and undermines teamwork.
Take a moment to reflect and think about the following:
Do I have some form of daily communication with my teachers and direct reports?
Am I effectively keeping my team in the loop and bringing them along the journey?
Does my team truly know what the school’s priorities and goals are and how we will achieve them together?
When alignment and engagement are in danger, do I have a communication plan in place to recenter ourselves, readjust our efforts, and reclaim our commitments to each other?
Consistency
It is human nature to try one thing or another and then give up when we do not see immediate results. I am guilty of this myself when it comes to exercise and diet. If I do not look like Beyonce within a week or so, I struggle with the idea of giving up on my fitness efforts. However, I know this is counterintuitive to the science behind diet and exercise. I know that in order to reach my fitness goals, I have to be consistent in my efforts and be committed for the long haul.
This is no different for school leaders who are striving to cultivate a strong adult culture that is built upon trust. Trust, like fitness and health, requires an investment of time and consistent effort. When we identify what it is that we are working towards, we then need to step back and identify what key moves we will consistently take to get there.
Take a moment to reflect and think about the following:
Are my actions consistent with my words? Have I been consistent with my expectations for myself and others? Does my team know what to expect from me at all turns?
Have I been consistent with what I say I am going to do? Am I actually following through with these things?
How will I remain consistent with the message that I am delivering to my team in the presence of challenge?
When I introduce concepts and initiatives to my team, are there measures in place to ensure that we stick with them (and not give up after only a few tries)?
In my expectations and requirements of others, do I consistently provide the support and tools that are needed along the way?
The Gist
Leadership is about character – who you are, not what you know. Leaders who model and uphold the principles of commitment, communication, and consistency often find that their people trust them. They are seen as leaders who are dependable, supportive, and transparent. And when leaders have the trust of their people, productivity and investment are at heightened levels. Thus, great schools are built.
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