Building Trust at High Speed - Leadership Program - Mentora Institute

Building Trust at High Speed

Increase your influence and impact by taking small steps to consciously build — and accelerate — the level of trust people have in you.

The Case for Trust

Research shows that employees at high-trust organizations report:

  • 74% less stress
  • 50% higher productivity
  • 76% more engagement at work
  • 40% less burnout
  • 106% more energy at work
  • 13% fewer sick days
  • 29% more satisfaction with their lives
  • 41% greater sense of accomplishment
  • High-trust companies are >2.5 times more likely to be high-performing revenue organizations than low-trust companies.
  • Leaders who are trusted are better able to create loyalty among key stakeholders and solve problems more quickly.

Sources: Harvard Business Review and Deloitte

According to a global survey of employees:

  • 68 percent say that the perception of low trust hurts their daily work.
  • 24 percent left a company mainly because they did not feel trusted.
  • Only 1 in 3 strongly agree that they trust their organization’s leadership.

Further, >1/3rd of C-suite executives are not confident that their organization has maintained trust between leaders and employees and 55 percent of CEOs think a lack of trust is a threat to their organization’s growth.

Sources: “Trust in the Modern Workplace,” Workforce Institute @ UKG, Gallup 2019, Deloitte Global Resilience Report 2021, PwC 2016 Global CEO Survey

Behaviors Learned

  • An eye vector icon. Understand the role trust plays in shaping your personal brand, and the influence and impact you are able to have with others
  • open book vector icon. Approach trust-building from a place of authenticity, where what you say and do on the outside is congruent with what you feel, think, and value on the inside
  • A key vector icon Engage in behaviors that will help you build trust, by strengthening people’s perceptions of your commitments, character, competence, and caring

Core Ideas

Trust is like a bank account

How much people trust you depends on the size of this bank account. Every interaction you have with them, and what they learn about you from others, adds to or subtracts from this bank account.

Trust builds on itself

The more people trust you, the more opportunities, respect, understanding, and support you get from them. This makes your job easier and more enjoyable. You are then more motivated to give your best, and you experience greater success. That makes others trust you more, creating a virtuous cycle. The opposite is also true — when people trust you less, it can create a downward spiral.

Demonstrate, don’t assert

Trust is best built by demonstrating in your behavior the qualities and qualifications you wish others to learn about you — not by simply asserting your credentials to them.

Fuse strength with warmth

For people to trust you, they need to feel that you connect with them, understand their needs, and care about them. But they are also expecting you to drive results and get to desired outcomes by making the hard calls and having the necessary tough conversations.

Mentora’s training on Building Trust includes five principles:

  1. Commitment: People trust you more when they see you committed to a noble, uplifting cause.
  2. Character: When you adhere consistently to a set of values, people respect you for this and know what to expect from you.
  3. Competence: You need to not just be good at what you do, but to make people feel reassured that you will get them to the right outcome.
  4. Caring: People need to feel that you understand them, care for them, and are willing to make reasonable sacrifices for them.
  5. Congruence: If people observe you making claims or commitments you don’t live up to, or going along with something you don’t believe in, they are unlikely to trust you. To be trusted, what you say, think, feel, and do should all be congruent with each other.
Case Study


The Kraft Heinz Company was in the middle of redefining their HR Operating Model, with the aim of empowering people to own their seat on the leadership team. In view of this effort, they were looking for a way to help their HR Business Partners (HRBPs) prepare for the following changes:

  • Shifting from a historically strong, centralized governance structure to a decentralized structure.
  • Shifting focus from enforcing existing policies to thinking strategically.
  • Adapting existing policies to be more flexible and meet current business needs.
  • Moving from a compliance-driven approach to becoming business enablers for the company.


Kraft Heinz invited Mentora to deliver a program on Developing HRBPs for Today’s Transformative Time. They recognized that their former method of operating, which they were now seeking to change, had led to a degree of erosion of trust toward their HRBPs. Kraft Heinz wanted Mentora to empower this group to actively rebuild trust with different business leaders.

Mentora designed a learning journey to help Kraft Heinz’s HRBPs :

  • Understand how trust is central to their professional success.
  • Learn, practice, and apply behaviors for developing the key building blocks of trust.

Program Delivery

Mentora adopted a blended approach to deliver this program:

  • A workshop on Building Trust at High Speed
  • Coaching sessions with Mentora faculty
  • An hour-long Action-Learning Lab with Mentora faculty to put their learnings into practice
    • In this session, participants brought up individual challenges they were facing in building trust and coached each other in groups


75 percent of participants thought the Mentora faculty was highly effective in facilitating the workshop and the coaching sessions.

100 percent of participants found the Action-Learning lab to be valuable to them.

100 percent of participants thought the Mentora faculty was highly effective in facilitating the ActionLearning lab.

Participant Voices

During this program, I started to reflect more on the way I express myself when I talk to other people. I started to realize that I already applied some principles, and didn’t apply the others. So, I started to include them when talking to others. I am noticing some changes already, especially in my practice of appreciation. That was something I never did. Now that I am doing it more, the impact that it has on my relationship with the others, and also on their performance, is notable.

HR Analyst | Kraft Heinz

Participant Voices

The live sessions were by far the most valuable. Seeing the roleplay exercises and how others would handle different situations was amazing. Loved it!

Manager | Kraft Heinz

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