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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.
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 does this matter for leaders?
Because the presence — or absence — of these elements shapes whether people:
And the business case is clear. High-trust cultures are directly linked to high performance.
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?
For those who’d like to explore further:
► Paul J. Zak (2017). The Neuroscience of Trust, Harvard Business Review (January-February 2017)
► Kenneth M. Nowack & Paul Zak (2020). In Team We Trust. TalentQ. https://www.talent-quarterly.com/in-team-we-trust/
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.
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 does this matter for leaders?
Because 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.
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?
For those who’d like to explore further:
► Paul J. Zak (2017). The Neuroscience of Trust, Harvard Business Review (January-February 2017)
► Kenneth M. Nowack & Paul Zak (2020). In Team We Trust. TalentQ. https://www.talent-quarterly.com/in-team-we-trust/