Truth in Leadership

By Rose O. Sherman, EdD, RN, FAAN

Our current political environment illustrates very interesting challenges about the perception of truth in leadership. Most leadership experts would agree that trust is the foundation of leadership. When followers feel that they have not been told the truth, there is a breech in trust with the leader. The ability to establish, grow, extend and restore trust is a key leadership competency. As a new leader, you build trust through your character and your competence in managing your responsibilities in an authentically truthful way. Trust is the foundation of effective relationships. High trust environments correlate positively with high degrees of staff engagement, commitment and organizational success.

In his book The Seven Habits of Highly Effective People, Stephen Covey talks about the emotional bank account. This is a great way for nurse leaders to think about trust in their work settings. If as a leader, I make deposits with you in this emotional bank account through courtesy, kindness, honesty and keeping my commitments then I build a reserve. Your trust in me grows and I can call upon that trust when I need it. When trust is high, communication is easier and more effective. If instead as a leader, I show a lack of truthfulness, concern, disrespect or overreact in situations then my emotional bank account is overdrawn and you distrust me. Trust requires constant deposits. If I do make mistakes as a leader but I have a large deposits in the emotional bank account then you will be more likely to forgive me.

Thirteen Behaviors of High Trust Leaders

Talk straight with truth even when painful
Demonstrate respect
Create transparency
Right wrongs
Show loyalty
Deliver results
Get better
Confront reality
Clarify expectations
Practice accountability
Listen first
Keep commitments
Extend trust

Mending Trust if You have Broken It or have been Betrayed by Another

If you have broken a trust, it is important to take responsibility for your actions. Acknowledge that the other person has the right to be angry with you and it will take time to rebuild their trust. Accept that their will be discomfort and tension in the situation until you regain trust. Let go of your own shame and guilt and move on. You cannot rebuild trust if you constantly beat yourself up for what happened.

You may be the one who feels betrayed. It is important to validate that what you are feeling is grounded in fact. Talk to the person or persons involved but try to be unemotional in your presentation. Sometimes, we are too sensitive and there was no harm meant. Ask someone who knows you well whether you are too sensitive and perhaps over-reacting to the situation or being unrealistic in your expectations. Be graceful and forgiving and avoid gossiping about the situation. Give others an opportunity to rebuild trust with you.

The best nurse leaders focus on the creation of trust as an explicit objective with authentically truthful interactions. They recognize that in health care environments, it impacts the quality of every relationship, every communication, every work project and every effort that nursing team engages in.

Read to Lead

Stephen Covery (1989). The 7 habits of highly effective people. New York: Simon and Schuster.

Stephen Covey (2009). How the best leaders build trust.