The Trust-Based Leader: Why Influence Starts with Relationships

Picture this.

A leader steps into a meeting room, armed with data, deadlines, and a clear action plan. The team listens, nods, and takes notes.

But after the meeting, nothing changes. Decisions drag. Deadlines slip. People seem disengaged.

Now, imagine another leader in the same situation.

They start by checking in with the team—not just about work, but about their experiences, challenges, and ideas.

They remember small personal details: who just returned from a trip, who’s running a marathon.

When they speak, the room leans in. People engage, ask questions, and take ownership of next steps.

What’s the difference?

Trust.

In the Nordics, where hierarchy is minimal and autonomy is high, trust is the single most important currency a leader can have.

Without it, influence is slow, resistance is high, and execution stalls. With it, collaboration thrives, and decisions move faster.

This is what John Maxwell calls the Law of Connection - leaders must touch a heart before they ask for a hand.

Why the Law of Connection Works

John Maxwell teaches that people buy into the leader before they buy into the vision.

If your team doesn’t feel connected to you, they won’t fully commit to your ideas - no matter how logical or well-structured they are.

In Nordic workplaces, where relationships matter as much as results, this is even more critical.

The Nordics rank among the highest in the world for "speed of trust" - a concept that Stephen M.R. Covey describes as the ability to make quick, effective decisions when trust is strong. When trust is high:

• People speak openly, without fear of hidden agendas.
• Decisions move faster because there’s no need for excessive approvals or second-guessing.
• Team members are more engaged, taking ownership rather than waiting for direction.

Without trust, everything slows down.

The challenge? Many leaders, especially those coming from task- and action-oriented cultures, struggle with this.

Why This is Difficult for Task-Oriented Leaders

Some leaders believe results should speak for themselves.

They assume that if they deliver great work, trust will naturally follow. But in Nordic workplaces, trust isn’t a byproduct of performance - it’s a prerequisite for influence.

Leaders who focus only on execution but neglect relationships may find that:

• Their team follows instructions but lacks true commitment.
• Feedback loops are weak because people hesitate to share concerns openly.
• Collaboration suffers because there’s no emotional investment in the leader or their vision.

The irony? Task-oriented leaders often want to move fast, but by skipping trust-building, they actually slow themselves down.

To increase influence, leaders must build trust first - and this is where Cialdini’s principles of Reciprocity and Commitment come in.

Using Reciprocity to Strengthen Leadership Influence

Robert Cialdini’s principle of Reciprocity states: "People feel obligated to return favors, gifts, and acts of goodwill."

In leadership, this means that if you invest in people first, they will be more willing to invest in you.

How to apply Reciprocity as a leader:

? Give before you ask. Before expecting buy-in, contribute value - insight, time, or support - without expecting immediate returns.

? Recognize contributions publicly. When people feel appreciated, they naturally reciprocate with greater commitment.

? Be generous with trust. Trusting first encourages reciprocity - people feel compelled to match the trust they receive.

Example: A leader who offers mentorship or extra support on a difficult project will find that when they later ask for team support, people are far more willing to step up. Leaders who apply reciprocity aren’t seen as transactional. They’re seen as supportive, trusted figures - which is the foundation of influence.

Using Commitment to Drive Long-Term Engagement

Cialdini’s Commitment Principle states that once people make a small commitment, they are more likely to stay consistent with it.

In leadership, this means that if you secure small, voluntary commitments from your team, they’ll be more engaged in the long run.

How to use Commitment to build trust and influence:

? Start with small asks. Instead of pushing for full commitment upfront, ask for small inputs first (e.g., "Can you share your thoughts on this approach?").

? Get public commitments. When people commit to something in front of others, they’re more likely to follow through.

? Reinforce their commitment. Recognize and remind people of their contributions, reinforcing their ownership of the vision.

Example: A leader who asks for input before making a decision will find that the team is more invested in executing that decision later. When people commit voluntarily, they develop a sense of ownership - which means they’re more engaged, accountable, and driven to succeed.

Bringing It All Together: How to Lead with Trust

If you want to lead effectively in the Nordics, where people follow leaders, not titles, your influence must be built on connection, reciprocity, and commitment.

How to put this into practice immediately:

? Invest in relationships first. Take time to know your team beyond their tasks. Trust is built in small, everyday interactions.

? Be the first to give. Support, mentor, and recognize contributions before expecting full buy-in.

? Use small commitments to build bigger ones. Involve people early so they feel ownership over projects and decisions.

Leaders who master these principles don’t have to push for influence - they naturally attract it. Their teams trust them, engage with them, and move with them toward shared goals.

Final Thought: Influence Moves at the Speed of Trust

Want to move faster? Start with trust.

The best leaders don’t just give orders and expect results. They invest in relationships, build trust intentionally, and apply the psychology of influence to create strong, committed teams.

So before your next big initiative, ask yourself: Am I asking for trust, or have I already earned it?

Because in the Nordics, trust isn’t just an advantage - it’s the key to leadership success.

Kindly,

Florin