Trust Matters

1. Trust is the foundation of successful schools and effective leadership

Trust matters because we cannot single-handedly either create or sustain many of the things we care about most.

Trust as organizational glue and lubricant. Trust binds school communities together and facilitates smooth operations. It reduces friction in interpersonal interactions and allows for more efficient communication and decision-making. In schools with high trust, teachers collaborate more effectively, students engage more deeply in learning, and parents participate more actively in their children's education.

Trust and school performance. Research consistently shows that schools with higher levels of trust among stakeholders (principals, teachers, students, and parents) perform better academically. Trust creates an environment where people are willing to take risks, share ideas, and work towards common goals. It allows for more innovative teaching practices and a greater sense of collective responsibility for student outcomes.

Leadership and trust. School leaders play a critical role in establishing and maintaining trust. Principals who demonstrate trustworthy behavior through their actions and decisions create a ripple effect throughout the school community. They set the tone for how trust is valued and practiced within the organization.

2. The five facets of trust: benevolence, honesty, openness, reliability, and competence

Trust is one's willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent.

Benevolence: The belief that the trusted person has one's best interests at heart. In schools, this manifests as caring about students' well-being and teachers' professional growth.

Honesty: Truthfulness and integrity in words and actions. Principals and teachers who consistently tell the truth and keep their promises build trust.

Openness: Willingness to share information and involve others in decision-making. Transparent communication and collaborative processes foster trust.

Reliability: Consistency and dependability in behavior. Following through on commitments and being there when needed builds trust over time.

Competence: Having the skills and knowledge to perform one's role effectively. Trust is eroded when people are perceived as incapable of meeting the demands of their position.

3. Principals set the tone for trust through visioning, modeling, coaching, managing, and mediating

If a school is to reap the rewards of a trusting work environment, it is the principal's responsibility to build and sustain trusting relationships.

Visioning: Principals articulate a compelling vision for the school that inspires trust and commitment. They communicate clear goals and expectations while involving stakeholders in shaping the school's direction.

Modeling: Leaders must "walk the talk" by consistently demonstrating trustworthy behavior. Their actions set the standard for how trust is practiced throughout the school.

Coaching: Effective principals use a coaching approach to develop teachers' skills and build trusting relationships. This involves active listening, asking powerful questions, and providing supportive feedback.

Managing: Trustworthy leaders balance structure and flexibility in their management style. They establish clear procedures while allowing for professional discretion and autonomy.

Mediating: Principals play a crucial role in resolving conflicts and repairing trust when it's broken. They create processes for constructive dialogue and problem-solving.

4. Teachers' trust in colleagues fosters collaboration and collective efficacy

When teachers trust each other, they are more likely to develop greater confidence in their collective ability to be successful at meeting their goals.

Professional learning communities. Trust among teachers is the foundation for effective professional learning communities. When teachers trust their colleagues, they are more willing to share ideas, resources, and even struggles. This open exchange leads to improved instructional practices and problem-solving.

Collective efficacy. Trust promotes a sense of collective efficacy—the shared belief that together, the faculty can make a significant impact on student learning. This belief is a powerful predictor of student achievement, even more so than socioeconomic factors.

• Teachers who trust each other are more likely to:
  • Engage in peer observation and feedback
  • Collaboratively plan lessons and assessments
  • Share successful strategies and resources
  • Support each other through challenges

Overcoming isolation. Trust helps break down the traditional isolation of teaching. It creates a culture where seeking help is seen as a strength rather than a weakness, promoting continuous improvement and innovation.

5. Students' trust in teachers is crucial for academic achievement and school engagement

When students trust their teachers, they are more likely to take the risks that new learning entails.

Academic risk-taking. Students who trust their teachers are more willing to ask questions, attempt challenging tasks, and persist through difficulties. This trust creates a psychological safety net that supports deeper learning and growth.

Engagement and motivation. Trust in teachers is strongly correlated with students' identification with school and their motivation to learn. When students believe their teachers have their best interests at heart, they are more likely to buy into the educational process.

Behavioral outcomes. Research shows that students' trust in teachers is associated with:

• Higher academic achievement
• Improved attendance rates
• Fewer disciplinary issues
• Greater participation in class and school activities

Building trust with students. Teachers can foster trust by demonstrating care, consistency, and competence. This involves not only academic support but also showing genuine interest in students' lives and well-being.

6. Parent trust in schools enhances family involvement and student success

Schools that succeeded in engaging families from diverse backgrounds shared three key practices. First, they focused on building trusting, collaborative relationships among teachers, families, and community members; next, they recognized, respected, and addressed families' needs, as well as class and cultural differences; and finally, they embraced a philosophy of partnership whereby power and responsibility were shared.

Family engagement. When parents trust the school, they are more likely to be actively involved in their child's education. This involvement takes many forms, from supporting learning at home to participating in school events and decision-making processes.

Academic impact. Parent trust in schools is associated with improved student outcomes, including:

• Higher academic achievement
• Better attendance
• More positive attitudes toward school
• Increased likelihood of pursuing higher education

Building bridges across diversity. Trust becomes especially critical in diverse communities where cultural and socioeconomic differences may create barriers. Schools that successfully build trust with families from all backgrounds create more equitable educational opportunities.

Communication strategies. Regular, two-way communication is key to building parent trust. This includes:

• Proactive outreach from teachers and administrators
• Opportunities for parents to provide input and feedback
• Transparency about school policies and student progress
• Cultural responsiveness in communication methods and content

7. Repairing broken trust requires admitting fault, apologizing, and amending behavior

Trust repair is a two-way process in which each side must perceive that the short-term or long-term benefits to be gained from the relationship are sufficiently valued to be worth the investment of time and energy required by the repair process.

The four A's of absolution:

1. Admit it: Acknowledge that a violation occurred and that harm was done.
2. Apologize: Express genuine regret for the harm caused.
3. Ask for forgiveness: Explicitly request the opportunity to rebuild trust.
4. Amend your ways: Take concrete actions to change behavior and prevent future violations.

Responsibility of the violator. The person who broke trust must take the initiative in the repair process. This requires humility and a willingness to be vulnerable.

Role of the victim. The person whose trust was violated has the power to decide whether to extend forgiveness and what actions are necessary for trust to be rebuilt.

Organizational impact. When leaders model effective trust repair, it sets a powerful example for the entire school community on how to handle conflicts and mistakes constructively.

8. Creating a culture of trust involves balancing support with high expectations

Trustworthy principals foster the development of trust in their school by demonstrating flexibility, adopting a problem-solving stance, refusing to play the blame game, and involving teachers in making important decisions.

Supportive environment. A culture of trust provides a foundation of emotional safety and support. This allows people to take risks, innovate, and learn from mistakes without fear of harsh judgment or punitive consequences.

High expectations. At the same time, a trusting environment maintains high standards for performance and behavior. Trust is not about lowering expectations but about providing the support necessary to meet challenging goals.

Balancing strategies:

• Clear communication of expectations and rationale
• Providing resources and professional development to build capacity
• Celebrating successes and learning from failures
• Using a coaching approach to address performance issues
• Involving stakeholders in setting goals and solving problems

Impact on school climate. When support and high expectations are balanced effectively, it creates a positive school climate characterized by:

• Collaborative problem-solving
• Continuous improvement mindset
• Shared responsibility for student success
• Resilience in the face of challenges

9. Trustworthy leadership navigates change and conflict constructively

Conflict is an inevitable part of the organizational change process. Even where there is agreement on the goals of that process, there are usually differences of opinion about how to achieve them.

Change management. Trustworthy leaders recognize that change creates uncertainty and potential conflict. They approach change initiatives with:

• Clear communication of the rationale and process
• Opportunities for stakeholder input and feedback
• Acknowledgment of concerns and losses
• Support for those affected by the changes

Conflict resolution skills. Effective leaders develop their own conflict resolution skills and promote these skills throughout the organization. Key abilities include:

• Active listening
• Perspective-taking
• Separating people from problems
• Focusing on interests rather than positions
• Generating multiple options for mutual gain

Mediation role. Principals often serve as mediators in conflicts between various stakeholders (e.g., teachers, students, parents). By handling these situations fairly and constructively, they build trust in their leadership and model effective conflict resolution.

Learning opportunities. Trustworthy leaders frame conflicts as opportunities for growth and improvement rather than threats to be avoided or suppressed.

10. Measuring and fostering trust is essential for school improvement

Although these tools can be powerful tools in helping to reveal the underlying dynamics of trust in the reciprocal relationship teachers have with students and parents in your school, they can do more harm than good if the information is not handled with sensitivity and care.

Trust surveys. The book provides validated surveys to measure trust among different school stakeholders:

• Student Trust in Teachers Scale
• Parent Trust in School Scale
• Faculty Trust in Clients (Students and Parents) Scale

Using survey data. When administering trust surveys:

• Ensure anonymity and voluntary participation
• Be prepared to share and discuss results openly
• Avoid blame and focus on improvement
• Use data to inform specific trust-building strategies

Ongoing assessment. Regularly measuring trust levels allows schools to:

• Identify areas of strength and concern
• Track progress over time
• Evaluate the impact of trust-building initiatives
• Make data-driven decisions about school improvement efforts

Strengths-based approach. Foster trust through appreciative inquiry and other positive approaches that:

• Identify and build on existing strengths
• Engage stakeholders in creating a shared vision
• Generate enthusiasm for positive change
• Promote a culture of continuous improvement

Last updated: October 18, 2024