I recently had the opportunity to attend a Blanchard Building Trust workshop – not as the facilitator this time, but as a participant. This course is a product we offer here at Focus HR, material that I know, but I wanted to experience what it felt like to be present from the other side – hear the content, join in on the activities, listen to the experiences of others, share my challenges. I so enjoyed it!
This experience got all participants thinking about which side of the fence do we naturally sit on when it comes to trust?
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Do you freely give trust – and risk it being eroded.
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Or do you believe trust must be earned, and given only once it’s proven?
There’s no universal right answer. This is about natural tendencies. The side we lean toward has a big impact on how we lead, build relationships and create culture.
Trust Must Be Earned: A Protective Mindset
Many leaders operate from the belief that trust must be earned. It’s logical. Trust is precious, and people need to show they’re reliable, honest, and capable before it’s granted.
This mindset tends to develop from past experiences. Maybe trust has been broken, or leadership roles have demanded a high level of scrutiny and accountability.
The upside of this approach is caution:
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It protects the team from potential harm.
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It avoids misplaced loyalty or delegation to the wrong person.
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It creates a sense of merit – that trust is a reward for consistency.
But there are downsides, too:
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New team members may feel constantly evaluated.
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It can create a culture of guardedness and low psychological safety.
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Innovation and initiative can stall as people wait for permission rather than act with ownership.
Leaders who sit on this side of the fence may not intend to withhold trust, but the effects can be felt just the same.
Trust Is Given: A Developmental Mindset
On the other side of the fence are leaders who choose to start from a place of trust. They assume positive intent, delegate early, and offer support without requiring perfection first.
This mindset aligns with the Blanchard Building Trust® model, which defines trust as a combination of four elements: Able (competence), Believable (integrity), Connected (care), and Dependable (follow-through). When leaders choose to trust first, they actively demonstrate these qualities and invite others to do the same.
The upside of this approach is growth:
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People feel seen, believed in, and empowered.
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Trust builds faster, and so does accountability.
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Teams are more open, collaborative, and creative.
Of course, the risk is that trust may occasionally be misplaced. But even when trust is broken, the Blanchard framework provides practical strategies to rebuild it — through clarity, empathy, and mutual accountability.
The Real Leadership Question
Neither mindset is inherently right or wrong. Both come with benefits and risks. But what’s important is awareness.
When trust is freely given, the leader is saying: “I believe in your ability and intent, and I’m here to support your growth.”
When trust must be earned, the message may be: “I need to see proof before I fully back you.”
One builds momentum. The other builds certainty. Both matter, but they create very different cultures.
So… Which Side of the Fence Do You Sit On?
The Blanchard workshop reminded me that trust isn’t just a feeling – it’s a choice and a practice. And the way we choose to lead with trust can either accelerate or stall the potential of our people.
So I leave you with the same question we reflected on as a group:
Do you lead by giving trust? Or do you wait for it to be earned?
And how is that shaping your team’s performance, engagement, and growth?
Intrigued by this topic? Express your interest in participating in a Building Trust workshop.