Why Building Trust is more Important than Ever

I recently reread Dare to Lead, the seminal Brené Brown book. Despite being 7 years old, it’s highly relevant to leadership and work today. In fact, much of what is still considered novel or even revolutionary in some organisations and industries (e.g. vulnerability, boundaries) is set out in detail in this book and Brené’s earlier work too.

One point that stood out to me was the section on building trust. Trust has been a front-of-mind topic for me recently — in part because we looked at people’s trust in their leaders and their organisations in the latest State of Workplace Burnout report. It’s also been a topic I’ve explored with teams a lot recently.

Why is trust a precursor to great leadership?

In Dare to Lead, Brené emphasizes the importance of trust as a foundational element in healthy relationships, whether personal or professional.

Reflect on a relationship you have at work: what happens when you trust the other person, and when you do not? What changes when we experience trust as opposed to distrust?

To provide a clear and practical framework for understanding and cultivating trust, Brené developed the BRAVING model. It breaks down trust into seven key components, and illustrates how each element contributes to creating a dependable and safe environment.

Let’s take a look at what each means, how it builds trust and an example of what it looks like at work.

B — Boundaries

Definition: Clear boundaries define what is acceptable and what is not within relationships and interactions.

Contribution to Trust: When boundaries are clearly communicated and respected, it fosters a sense of safety and respect. Conversely, boundary violations can damage trust.

Workplace Example: Alia clearly communicates project roles and deadlines, ensuring team members know what is expected and what isn’t acceptable behavior, such as not working overtime without prior agreement.

R — Reliability

Definition: Consistently following through on commitments and promises.

Contribution to Trust: Reliability shows dependability and builds confidence that others will meet their obligations, reinforcing trust over time.

Workplace Example: Simi delivers a report by the deadline every time, demonstrating dependability that colleagues can rely on for ongoing projects.

A — Accountability

Definition: Owning mistakes and taking responsibility for actions.

Contribution to Trust: When individuals admit errors openly and seek to rectify them, it builds integrity and authenticity.

Workplace Example: Team leader Erik acknowledges a mistake in resource allocation and works with the team to correct it, rather than shifting blame.

V — Vault (Confidentiality)

Definition: Respecting confidentiality and safeguarding sensitive information.

Contribution to Trust: Protecting information entrusted to you cultivates a sense of safety, reinforcing trust in relationships.

Workplace Example: Tim, an HR business partner, keeps employee personal information confidential, demonstrating respect and trustworthiness.

I — Integrity

Definition: Acting honestly and ethically, adhering to your values.

Contribution to Trust: Integrity fosters respect and confidence, as others see you as genuine and principled.

Workplace Example: CEO Kim admits when they don’t have all the answers but commits to finding solutions rather than misleading the team.

N — Non-judgment

Definition: Creating an environment where it’s safe to share and be vulnerable without fear of criticism.

Contribution to Trust: When people feel accepted and not judged, they are more open and honest, strengthening trust.

Workplace Example: Team supervisor Lena encourages team members to share ideas or concerns without fear of criticism, fostering open dialogue.

G — Generosity

Definition: Giving others the benefit of the doubt and assuming positive intent.

Contribution to Trust: Assuming best intentions prevents misunderstandings and promotes a culture of kindness.

Workplace Example: When a colleague misses a deadline, instead of jumping to conclusions, team leader Jay considers possible external factors and approaches with understanding.

How BRAVING Builds Trust

Trust isn’t founded on one or two random acts. It’s founded on a combination of BRAVING behaviors. For example, reliability + accountability reinforce each other: consistently delivering on promises and owning errors create a dependable environment. Boundaries + vault upholds safety, making people comfortable sharing and collaborating. Integrity + non-judgment foster honesty and openness, vital for genuine connections in teams.

And as Brené points out, trust is fragile. Trust is easily damaged when an aspect of BRAVING goes unattended. For example, if you breach someone’s confidentiality trust erodes, and rebuilding trust with that person (and potentially others) will require focused effort on all the components, especially accountability and integrity.

This kind of damage usually takes time to repair, and in some cases, trust may never fully return to its previous strength. This fragility highlights the importance of consistently and intentionally practicing all aspects of BRAVING, even when it feels hard (especially then).

How to embody BRAVING

Using the BRAVING model means being intentional in your behavior and communication. Some examples:

• Set and respect boundaries: Clearly define expectations and respect people’s personal limits.

• Follow-through consistently: Meet your commitments to ensure reliability.

• Own your mistakes: Acknowledge errors openly to foster accountability.

• Safeguard information: Ensure sensitive data remains confidential.

• Model integrity: Be transparent and lead by example.

• Promote non-judgment: Create safe spaces for voices and vulnerability.

• Assume positive intent: Approach disagreements with compassion and understanding minimizes conflict and fosters collaboration.

Rereading Dare to Lead reinspired me to ensure my behaviors build, rather than erode, trust. Brené’s BRAVING model provides a helpful, thorough and highly actionable framework to building and maintaining trust. By consciously practicing each component we can create environments rooted in safety, respect, and authenticity.

Trust isn’t a one and done. Building trust is an ongoing practice that requires consistent effort across all 7 elements of BRAVING. When all aspects are nurtured, we can create a strong interpersonal environment founded on trust, enabling healthier, more productive, and more meaningful relationships — at work and beyond.

Could you use some help embedding trust in your team or organisation? Reach out.