Imagine someone excited about a new role. Over time, they feel overlooked. Their work goes unrecognized and, despite positive feedback, advancement expectations remain unclear. They consider leaving. Before their manager was hired, they asked in an interview: “What is your leadership style, and what should your team expect from you to build trust?” The answer left them uncertain. As concerns develop under that manager, they revisit the exchange. The scenario is hypothetical, but the question is real. For me, trust begins with objectivity—considering perspectives and deciding without favoritism—and consistency—applying fair standards, following through, and owning my decisions. When I first became a supervisor, a friend at a nonprofit I supported gave me a book on servant leadership. Putting others’ growth ahead of personal credit resonated with me.

Later, studying situational leadership at GWU taught me to adapt coaching, direction, and autonomy to the person and task.

In that first role, a senior leader told me I couldn’t claim success if my team struggled without support. I carried that lesson into leading teams and managers.

People experience these principles through our actions: whether we listen, credit contributions, discuss growth honestly, and keep commitments. Fairness doesn’t require identical support; it requires consistent standards while responding to individual needs.

Developing people helps sustain organizational results, but trust is earned in how we treat people along the way. I haven’t figured out every aspect of leadership. I’ll keep questioning my assumptions, listening, and acting on feedback—even when it’s uncomfortable.

What should your team be able to count on from you?