The Edelman Trust Barometer, an annual measurement of trust that people put in four major institutions—business, government, nongovernmental organizations, and media—has not only declined broadly, but it is at an all-time low.

According to the report, “the U.S. is enduring the worst collapse ever recorded in the history of the Edelman Trust Barometer.” This comes as no surprise. 

The survey also found that business leaders are expected to help fix this crisis of trust, and nearly seven in 10 respondents say that building trust is the number-one job for CEOs—ahead of delivering high-quality products and services.

So, the question for most association executives is: What are we doing to fix this trust crisis?

My experience as an association leader has repeatedly shown that trust is more important in the nonprofit world than in any other sector. Many associations have been serving their constituencies for decades based on loyalty and trust. And most importantly, an association cannot fulfill its mission unless it enables members to achieve their own mission. If association executives lose trust, they lose everything.

If association executives lose trust, they lose everything.

In The Speed of Trust, author Stephen M. R. Covey writes that “nothing is fast as the speed of trust” for getting things done. And it’s the currency that partnerships and relationships thrive or die on as well.  

My own experience tells me that there are several steps to take to build trust with staff and constituents. Among them:

Create clear, forward-looking goals. As a leader, you must balance advancing your cause with managing staff and constituent expectations—this could be your biggest challenge. You also need to make sure your goals are inspiring, realistic, and shared with your team.

Come from a place of positive intent. Keep personal agendas and office politics out of your strategic plans and tactical implementation. In addition, maintain a positive attitude through good times and bad.

Make and keep commitments. Avoid making haphazard commitments. If you aren’t sure something can be met or accomplished, don’t agree to it. This is important to keep in mind every step of the way, no matter how big or small the agreement.

Be transparent. Be as quick and accurate to report a downturn, and explain how you plan to address it. As you advance toward a goal, report out small victories and advances. Never forget that you are taking your staff and members on a journey and frequent and consistent progress reports go a long way.

Build durable relationships. Never abdicate your position as the responsible leader, and always recognize that the justification for your position comes from the people you serve. Listen to them with openness. Hold fast to your principles, but be unafraid to change directions when it is clearly warranted. 

My experience has shown me that I first must win the trust of staff and members before I can gain the trust of organizational stakeholders and partners. This means understanding and winning individuals, as well as the industry we serve.

Winning societal trust is more urgent than ever before, and we need leadership that can rise to the occasion in a competent and transparent manner.

Leadership only succeeds in winning trust when it demonstrates adherence to principles larger than its own self-interest. Association CEOs need to speak up and lead boldly. This is at the heart of trust and perhaps our core mission.