Trust is one of the most frequently quoted words when it comes to leadership – and at the same time one of the most misunderstood.
In my own career as a manager, I have learned that trust is not given lightly.
It is a conscious decision.
A commitment.
And sometimes also a conscious risk.
Trust begins with attitude
In the training of my managers, I never missed the opportunity to personally take on a part on the last day of the training: Expectation management.
It was not a symbolic act for me, but a central moment:
I wanted every aspiring manager to know exactly what to expect from me – and what I expect in return.
The core of my message was always the same:
"I stand behind you.
You will make decisions, you will make mistakes – and you have my backing.
Externally, I will defend you, even if your decision was wrong. Internally, we talk confidentially about your mistakes."
This promise was not lip service.
I meant it seriously – and lived it.
Because trust does not mean letting everything go. Trust means trusting people with responsibility – and accompanying them in the process without taking away their courage.
Leadership is not a solo project
Leadership can make you lonely.
When you're at the top of a department or team, you often feel the pressure to do it "right," to make decisions that aren't always popular, while balancing company goals with employee interests.
That's why my commitment to my leaders was more than just support – it was a psychological safety anchor.
I wanted them to know:
They are allowed to make mistakes. They are allowed to make decisions that are not perfect.
As long as they act reflectively, with integrity and in the interests of the company, they will have my backing.
Because trust is the basis of every courageous decision.
Only those who feel safe dare to try something new.
And this is exactly where development takes place – among people as well as among companies.
Trust obliges
Just as I promised my managers my trust, I also demanded it.
Because trust is not a one-way street.
Not every decision that a manager has to represent in the team is one that he or she has personally made or approved.
But this is exactly what distinguishes a manager from a specialist:
Leadership means taking responsibility – even for decisions that you have not made yourself.
I expected my managers to live this attitude:
That they represent decisions to the outside world in a tone of conviction.
Not because they are blindly loyal, but because they understand that consistency and clarity are crucial to building trust in the team.
And nothing undermines trust as much as a leader who relativizes messages or stays out of responsibility.
Trust pays off
This ritual – talking about expectations, responsibility and support at the end of each leadership training – became an integral part of my leadership work.
And it was one of the biggest levers for the success of my teams.
The results spoke for themselves:
In the Leadership Index, which regularly measures employee satisfaction, my management teams achieved above-average scores.
Not because we were perfect – but because we were honest.
Because we shared responsibility, analysed mistakes together and learned from them.
Trust creates bonding.
And attachment creates performance.
What companies can learn from this
Every company needs leaders who not only "lead", but also Commits – to their role, to their teams and to the common mission.
This commitment does not come about through processes, but through attitude.
That is why the focus of our work is on ME business group to develop leaders in such a way that trust, a sense of responsibility and courage are not products of chance, but part of a consciously designed leadership culture.
With MEvelopment we enable managers to live these principles in their everyday management.
It's about acquiring the tools to clearly represent decisions, strengthen teams and create a culture in which trust is not demanded, but earned.
Because real leadership does not come from titles –
but through attitude, reliability and mutual commitment.