The Power of Trust: Lessons from Leadership

At the recently concluded DTEA conference, several CIOs joined us to share their insights. As the facilitator of the segment, I asked, "As a CIO/ Chief Digital Transformation, how do you manage stakeholders effectively?" The answer that resonated the most was from Caloi Santos, who emphasized the importance of trust. He stated, "You need to have the trust of your stakeholders. With this in place, you don't even need to manage them actively." He added that to build trust, you must be prepared, know what you are presenting, and ensure you have done the necessary work before presenting to them. Reflecting on this concept of trust, I contemplated where I have experienced it in my own career.

The Chairman

I have had two chairmen in my career, having been the CEO of two organizations with multiple Boards of Directors (in Sinag, I am the chairman): Katapult Digital and an unnamed software app company. If I compare the two, I can clearly see the different behaviors of each chairman. One negotiated shares such that he held the majority of the company; the other equally distributed shares to the key players without question. One was unavailable for guidance, while the other made time, even while in pain from a recent operation, to provide support. One let us do the work ourselves, while the other drove clients and growth. The unnamed app company has since folded, and I no longer attempt to contact that chairman. Katapult Digital, however, continues to flourish, with everyone in the organization striving to achieve our vision.

The Boss

During my time as an employee, I experienced working with both the best and the worst manager. The worst manager always had her mind elsewhere, and our one-on-ones were spent with her mostly just saying, "OK on this, OK on that." The best manager, however, gave me the opportunity to shine and was so supportive that she told me she was rooting for my success. Guess which one had my trust and, therefore, where I gave my all?

The Direct Report

As the CEO of both Sinag Solutions and Katapult Digital for the past two years, I have observed behaviors in my direct reports that either exuded trust or did not. One employee was assigned a task she felt was too small for her level. She gave many excuses, and when the business needed her to take the role for just three months, she said no and resigned that very day. Ironically, she was demanding a promotion.

My style is to give trust quickly, and if it is broken, I am willing to give it again if there is acknowledgment of the mistake. We are never perfect, and it is in the admission of where we may have hurt or missed others' expectations that a bridge is built and trust is earned back. Trust truly is a cornerstone of effective leadership and stakeholder management.

My advice to the reader is to choose behaviors that build trust, and if it is ever broken, work to fix it. Not all of us get a second chance, but recognizing mistakes and making amends can help rebuild bridges and strengthen professional relationships.