Change feels like trying to engineer the plane as it flies. “We need to fly but change the wings. Will this still be a plane? Will we land in water and be a ship? I can fly a plane but sail a ship?” Renée says. As a leader, you want to show people that you care and want them to trust your leadership skills. But how can you show people you care if no one speaks up when you are giving them the chance to?

Will I be fired after working 40 years at this company? I’m outraged! Is this something your people can say openly? If you want people to speak up, you need to be worthy of their trust. People follow those they trust. At Baloise, the leadership team realized they needed to step into their power in order to build trust. As Renée describes what it takes for leaders to step into their power, I am reminded of servant leadership.

Robert K. Greenleaf coined the phrase “servant-leader.” In his essay “The Servant as Leader,” he defines the servant-leader as servant first, which differs sharply from the mindset of leader first. The servant as leader prioritizes service to their people. In his book Leadership: Theory and Practice, Peter G. Northouse describes 10 characteristics of servant leadership: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, and commitment to the growth of people and the building of community.

At Baloise, the leadership team stepped into their power to serve their people by working on their empathy—realizing they had a head start. “They already felt the future, played with it, and understood it,” Renée says. And they needed to close a gap that existed by enthusing people with their vision. Enthusing people with a vision alone won’t build trust. You need to address any fears that that vision may provoke. But how?

A common scenario I observe during change announcements happens with Q&A sessions: High-level, scripted questions are answered preemptively, but they are usually followed by an awkward silence. People rarely speak up. They may have questions, but they aren’t voicing them. Leadership’s response to the silence reflects a confusion and frustration, because although people want more information, no one speaks up. 

How can leaders demonstrate caring if people aren’t speaking up? Perhaps we should ask ourselves: Are leaders showing up enough? How can leaders be trusted if they show up so few times?

Trust Is Earned 

“Trust in speak-up cultures is earned,” Renée says, and leaders earn it by giving people closeness and support, because when you’re asking people to fly while engineering new wings —to risk maneuvres that may develop into layoffs, for example—then people need to see you, experience your emotions, and feel that you’re there for them, Renée stresses. Early communication via Q&A sessions is a great first step to connect with people and inform them about the change, but leaders need to go a step further, to build relationships with people. At Baloise, Renée made sure leaders had regular face time with their people.

Showing up Consistently and Build Psychological Safety

Consistency in presence is one way to build and earn trust. The other is consistency in word. By combining consistency in word and vulnerability, leaders create a psychologically safe space that enables people to speak up. Admitting for example that you don’t have all the answers related to a change shows people that it’s safe to express their own worries and concerns. “Our leaders were honest about what they didn’t know, and they would share what they were working on. Process transparency builds acceptance,” Renée says. And if people aren’t asking the tough questions, ask them yourself. “Leaders may have to answer the same questions 100x times. Keep answering them. People search for consistency. Give it to them.” she says.

A steady communications drumbeat provides the security that people yearn for during change. Leaders are role models who take the first step in showing vulnerability to build psychological safety, which enables constructive dialogue. 

And remember, even the strongest among us will feel the taxing effects of leading an organization through change, Renée says. You can show up for people only if you’re showing up for yourself. Fill your cup with what energizes you—take time to yourself, rest, or go for a walk. And show up again the next day. Trust is built piece by piece, moment by moment.

-Helena