On a spring afternoon in 2017, Travis Kalanick, then the CEO of Uber, walked into a conference room at the company’s Bay Area headquarters. To develop or restore trust, identify which driver you’re “wobbly” on, and then work on strengthening it. When leaders have trouble with trust, it’s usually because they’re weak on one of those three drivers. People tend to trust you when they think they’re interacting with the real you, when they have faith in your judgment and competence, and when they believe you care about them. How do leaders build trust? By focusing on its core drivers: authenticity, logic, and empathy. To do this, you have to develop stores of trust. But real leadership is about your people and creating the conditions for them to fully realize their own capacity and power. The traditional leadership narrative is all about you: your talents, charisma, and moments of courage and instinct. This article explains how leaders can identify their weaknesses and strengths on these three dimensions and offers advice on how all three can be developed in the service of a truly empowering leadership style. When trust is lost, it can almost always be traced back to a breakdown in one of these three drivers. People tend to trust you when they think they are interacting with the real you (authenticity), when they have faith in your judgment and competence (logic), and when they believe that you care about them (empathy). So how do you build up stores of this essential leadership capital? By focusing, the authors argue, on the three core drivers of trust: authenticity, logic, and empathy. It’s also the input that makes it possible for leaders to create the conditions for employees to fully realize their own capacity and power. It’s the reason we’re willing to exchange our hard-earned paychecks for goods and services, to pledge our lives to another person in marriage, and to cast a ballot for someone who will represent our interests. It’s the foundation on which our laws and contracts are built. Trust is the basis for almost everything we do.
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