TrustLeader Terms & Concepts
A curated reference of the core terms that define how trust works inside the TrustLeader Framework. Each term reflects a distinct component of the TrustLeader methodology and is designed to give leaders a precise, practical vocabulary for diagnosing and improving trust in their organizations.
A, B, C, D, E & F
The commitment to own the outcomes, decisions, and follow-through in a relationship. Accountability increases willingness to be vulnerable and reduces perceived risk over time.
Cautious Trust is a relationship state on the TrustLeader Compass where both the willingness to be vulnerable and the perceived risk are low. Interactions are functional and predictable but lack depth. These relationships are dependable yet easily replaced.
Example:
A vendor reliably delivers month-to-month service, but switching providers would not feel risky.
Confidence overlaps with trust but is not identical. Confidence reflects belief in someone’s capability; trust reflects willingness to be vulnerable despite risk.
Distrust is the lowest state on the TrustLeader Compass, defined by low willingness to be vulnerable and high perceived risk. Interactions feel defensive and burdened by oversight, often leading to stalled progress and strained relationships.
Example:
A partner repeatedly misses deadlines, and now every action requires legal review and documentation.
M, N, O, P, Q, & R
Perceived Risk is the assessment of potential harm, cost, or negative consequences associated with another party’s actions. It includes financial, operational, emotional, and reputational stakes. Perceived Risk is one of two variables that define the TrustLeader Compass.
A deeper form of trust based on empathy, respect, and benevolence. It goes beyond basic reliability and begins strengthening emotional alignment.
Risky Trust is a relationship state on the TrustLeader Compass where willingness to be vulnerable is high but perceived risk is also high. These relationships carry potential for transformation and for failure, often marked by hope mixed with uncertainty.
Example:
A team chooses an unproven but promising vendor because the innovation potential outweighs the concerns.
S, T, U, V, W, X, Y, & Z
Trust is the psychological state where willingness to be vulnerable is equal to or greater than the perceived risk of another’s actions, grounded in the belief that they will fulfill positive expectations without direct control or oversight.
The TrustLeader Compass is a diagnostic model that maps any relationship according to two variables—willingness to be vulnerable and perceived risk—into four directional states:
- North: Unshakable Trust
- West: Cautious Trust
- East: Risky Trust
- South: Distrust
The Compass helps leaders evaluate the current state of a relationship and identify what actions would move it toward deeper trust.
Unshakable Trust is the highest state on the TrustLeader Compass, where willingness to be vulnerable is high and perceived risk is low. These relationships are characterized by loyalty, advocacy, and resilience—even when mistakes occur.
Example:
A customer renews a multi-year partnership without hesitation and publicly supports the company when challenges arise.
Willingness to Be Vulnerable is the internal readiness to take risks, embrace uncertainty, and rely on another party despite potential cost. It is one of the two foundational variables that drive the TrustLeader Compass.