Trust in Leadership: Lessons from World War II and "The Speed of Trust"

I just read Tracy Brower’s article, "Trust In Leaders Is Plummeting," and it reminded me of many points in The Speed of Trust by Stephen M.R. Covey. ? If you haven't read it, I'd highly recommend it to you. As Covey eloquently argues, trust is vital to relationships and fulfilling experiences in organizations, but Brower’s article highlights the alarming decline in trust globally. Covey's The Speed of Trust framework provides practical principles for building and maintaining trust, and we can draw from World War II's historical lessons to illustrate its importance at every level. These examples also offer practical strategies that today's leaders can apply to cultivate trust in their teams.

If we view Brower’s article as the problem statement, Covey’s Speed of Trust as the basic principles to apply toward an effective solution, and leaders World War II as an illustrative guide on how to apply those principles in the most challenging of circumstances, we are able to gain a more holistic awareness and solution set as leaders.

The Problem:? A Crisis of Leadership

Tracy Brower's article, "Trust In Leaders Is Plummeting," presents some sobering statistics from Edelman’s Trust Barometer Global Report. According to the report, 61% of people globally believe business leaders intentionally mislead by saying things they know are false or exaggerated. 63% think the same about government leaders, and 64% believe journalists and the media also mislead.

When it comes to competence and ethics, Brower cites, business is seen as the most competent institution, while NGOs are viewed as the most ethical. The media and government rank low in both ethics and competence, with government at the bottom.

The report also highlights the common fears people have today: 88% fear job loss, 73% worry about inflation, 73% are concerned about climate change, 75% fear hackers, 73% are anxious about nuclear war, and 61% fear an information war.

Trust in different institutions isn't much better. 53% of people in the U.S. trust business leaders to do the right thing, while 52% trust NGOs. Only 40% trust government leaders, and just 39% trust the media.

Why does this matter?? And what are the stakes??

“The speed of trust is the one thing that changes everything,” Covey says. “It’s a common denominator in every relationship, in every work endeavor, and in every effort. When trust is low, speed goes down and cost goes up."

The Solution:? The Speed of Trust Principles

Stephen M.R. Covey’s book The Speed of Trust conveys the critical importance of trust in organizations. Covey argues that trust is not just a “soft” social value but a hard economic driver that can be measured and cultivated. "Trust is the glue of life. It’s the most essential ingredient in effective communication,” Covey argues. “It’s the foundational principle that holds all relationships." He defines trust as confidence in someone's character and competence. It speeds up decision-making, reduces transaction costs, and strengthens relationships.

Covey's framework introduces two foundational components of trust, explaining that,

“Trust is a function of two things: character and competence."

Character:

• Integrity: Doing what you say you will do.
• Intent: The purpose behind your actions, ensuring positive outcomes for others.

Competence:

• Capabilities: Skills and abilities that inspire trust.
• Results: Delivering consistent, reliable outcomes.

Covey identifies 13 specific behaviors that reinforce the essential nature of trust and align with Tracy Brower's insights.

1. Talk Straight: Communicate clearly and truthfully.
2. Demonstrate Respect: Value others’ contributions.
3. Create Transparency: Be open about motives and intentions.
4. Right Wrongs: Acknowledge mistakes and take corrective actions.
5. Show Loyalty: Speak positively about others and acknowledge their work.
6. Deliver Results: Achieve consistent, reliable outcomes.
7. Get Better: Seek feedback and continuously improve.
8. Confront Reality: Address tough issues directly.? "Confronting reality is a principle that every high-trust leader embraces,” Covey says.
9. Clarify Expectations: Ensure mutual understanding of goals and roles.
10. Practice Accountability: Hold yourself and others responsible for results.
11. Listen First: Understand before being understood.
12. Keep Commitments: Do what you say you will do.? "We judge ourselves by our intentions and others by their behavior,” Covey explains. “But people judge us by how we keep commitments, both big and small."
13. Extend Trust: Give trust to others and encourage reciprocal trustworthiness.

During World War II, some of the finest leaders emerged, showing us what trust really means. Audie Murphy, the most decorated soldier of the war, exemplified tactical-level trust during his heroic actions at Holtzwihr, France. His men relied on his transparency and authenticity under fire as he stood resolute against the enemy.

"I was scared before every battle. It was knowing what to do that made the difference." — Audie Murphy (To Hell and Back autobiography)

Similarly, Desmond Doss, a medic who refused to carry a weapon, showed unwavering commitment to saving lives at Hacksaw Ridge. Despite being a conscientious objector, he earned the trust of his fellow soldiers by demonstrating competence, humility, and empathy.

"I will not kill. I will not carry a weapon. But I'm willing to go to the front line, unarmed, to save life."

—Desmond Doss

John Basilone, a Marine Corps legend who received the Medal of Honor for actions during the Battle for Henderson Field in the Guadalcanal campaign , and the Navy Cross posthumously for extraordinary heroism during the Battle of Iwo Jima . He was the only enlisted Marine to receive both of these decorations in World War II . Basilone earned the deep respect of his men through his easy presence, courage and accessibility.

George C. Marshall, U.S. Army Chief of Staff, built operational-level trust through strategic competence and ethical conduct, emphasizing the value of collaboration. His post-war "Marshall Plan" exemplified humility and foresight, leading to the rebuilding of Europe and reinforcing trust among allies.

Dwight D. Eisenhower, as Supreme Allied Commander, conveyed competence and humility, inspiring trust across an entire Allied coalition during Operation Overlord. His empathy and ethics earned him loyalty, and his strategic vision united a massive, diverse and often unwieldy coalition of forces.

Roosevelt and Churchill's close relationship demonstrated trust at a strategic level, aligning their words and actions through the Atlantic Charter. Their authentic collaboration provided hopeful leadership and strategic vision, inspiring millions during the darkest hours of the war.

"There is only one thing worse than fighting with allies, and that is fighting without them." — Winston Churchill (Speech to the House of Commons, 1948)

Oscar Koch, intelligence officer for the U.S. Third Army, is one of the best examples of an operational leader who made an extraordinary impact through his perseverance and competence by helping to predict the German Ardennes offensive at what we know today as "The Battle of the Bulge." His integrity and strategic acumen earned him the inherent trust of General Patton.

Curtis G. Culin, a U.S. Army tanker, is a great example of a tactical leader having an operational impact. Culin tackled the tactical problem of the Normandy hedgerows with his Rhino tank device. His ingenuity reinforced trust among his peers, leading to rapid adoption of the innovation.

These World War II leaders reinforce Covey’s The Speed of Trust principles and Brower's insights by demonstrating transparency, authenticity, competence, empathy, and ethics. Their examples provide timeless lessons on the essential role of trust in leadership at every level, from the trenches to the West Wing.

Integration

In The Speed of Trust, Stephen Covey outlines "Five Waves of Trust.”? He argues,

"The Five Waves model serves as a metaphor for how trust operates in our lives. Starting with self-trust, it ripples out to relationship trust, organizational trust, market trust, and finally societal trust."

Wave 1: Self Trust The first wave begins with the individual, focusing on credibility driven by integrity and intent. Covey’s principle is simple: “Trust yourself first.”

"Self-trust is about becoming a person who is worthy of trust. It's based on character and competence. And it's the key to being able to establish, grow, extend, and restore trust with others."

And that’s exactly what Franklin D. Roosevelt did. Despite the challenges of the Great Depression and a world teetering on the brink of war, Roosevelt exuded unwavering self-belief. His “Fireside Chats” conveyed confidence and clarity, speaking directly to millions of anxious Americans. By trusting himself and demonstrating integrity, Roosevelt became a symbol of hope, guiding the nation through turbulent waters.?

"Confidence… thrives on honesty, on honor, on the sacredness of obligations, on faithful protection and on unselfish performance. Without them, it cannot live." — Franklin D. Roosevelt (Speech to the Federal Reserve Board, 1933)

Wave 2: Relationship Trust The second wave centers on building relationship trust through consistent behavior and high ethical standards. Covey’s advice is to “Behave in ways that build trust.” Dwight D. Eisenhower understood this well. As Supreme Allied Commander during the Normandy invasion, Ike fostered trust among Allied commanders through transparency and open communication. Despite the logistical nightmare and strategic complexities, Eisenhower kept his team aligned, ensuring that every leader understood their role. His “Great Crusade” speech on D-Day not only had the effect of rallying the troops; it cemented relationships based on trust and shared purpose.

"When trust is high, the dividend you receive is like a performance multiplier,” Covey says, “Elevating and improving every dimension of your organization and your life."

Wave 3: Organizational Trust The third wave expands trust to the organizational level. Covey’s principle is to “Create structures, systems, and symbols of trust.” George C. Marshall exemplified this principle with his integrity and humility. Marshall cultivated a strong organizational culture within the U.S. Army by aligning strategy, structure, and people. He was known for surrounding himself with capable leaders, many of whom would later achieve greatness. Marshall’s unwavering commitment to accountability and transparency transformed the U.S. Army into a cohesive fighting force, trusted by soldiers and allies alike.

Wave 4: Market Trust The fourth wave focuses on market trust, emphasizing brand reputation and consistently delivering value. Covey’s mantra here is “Deliver results consistently.” After the war, Marshall's strategic vision materialized in the Marshall Plan, a bold initiative that sought to rebuild Europe’s shattered economies. The plan didn’t just strengthen the U.S. reputation in global markets; it also reinforced America’s reliability as a partner, creating economic stability that would pay dividends for decades. The Marshall Plan became a shining example of how trust can transcend borders and shape global perceptions.

Wave 5: Societal Trust The final wave ripples out to societal trust, focusing on contributing to societal well-being and trust-building. Covey’s advice? “Make a positive difference and be transparent.” The Atlantic Charter, a joint declaration between Roosevelt and Churchill, embodied this principle. In August 1941, long before the U.S. entered the war, the two leaders met secretly aboard a warship to outline a post-war world grounded in democratic values. Their vision of freedom, peace, and cooperation reinforced global trust in democracy and laid the groundwork for the United Nations.

Conclusion

"Leadership is getting results in a way that inspires trust,” Stephen Covey says. Trust in leadership may indeed be in decline, but Stephen Covey’s The Speed of Trust framework offers a way forward. By embodying transparency, competence, humility, and empathy, leaders can rebuild trust. World War II-era leaders--from Audie Murphy to Winston Churchill--all demonstrated that trust is earned through consistent behavior and shared purpose. To move forward effectively, modern leaders must communicate clearly, align words with actions, balance competence with humility, uphold ethics and empathy, and be present and accessible. In committing to these principles on a deeply personal level, we can cultivate hopeful leadership and create a future where confidence replaces skepticism and unity triumphs over division.