So, if trust is a “must-have” and many leaders experience the trust conversation as a “must-avoid,” what’s the solve? Get specific. Rather than rumbling generally about trustworthiness and using the word trust, we need to point to specific behaviors. We need to be able to identify exactly where the breach lies and then speak to it. The more exact we can be, the more likely it is that people can hear us, that we can give feedback on behavior and stay away from character, and that we can support real change.
