To create a high-performance culture, start with trust

When do you trust someone?

The first answer I often hear from leaders:

“When I know they’re reliable.”

That’s a start – but it’s only part of the picture.
Reliability reflects consistency, one element of what’s called cognitive trust.

But trust is multi-dimensional.

The four pillars of trust

According to Nowack and Zak (2020), trust in teams rests on four pillars:

Capability – belief in someone’s skills and expertise
Consistency – reliability and predictability
Caring – perception of genuine concern and support
Candor – honesty and integrity

The first two form cognitive trust; the latter two affective trust.

Why this matters for leaders

The presence — or absence — of these elements shapes whether people:

collaborate across silos
challenge ideas without fear
share critical information
stay engaged under pressure

And the business case is clear:
High-trust cultures are directly linked to high performance.

The data behind trust

Research by Zak (2017) found that high-trust workplaces saw:

106% more energy at work
76% higher engagement
50% greater productivity
40% less burnout
13% fewer sick days
29% higher overall life satisfaction

In today’s legal environment — where innovation, adaptability, and retention are critical —
trust isn’t a soft skill. It’s a core strategic asset.

Reflection for leaders

→ Which of the four pillars do you model most consistently — and which less so?
→ How are you intentionally cultivating trust — in yourself, and across your teams?