This article is part of an ongoing series on leadership development for new law enforcement leaders. Each article addresses a specific area of leadership competency offering learning points, strategies and tips. Click here to access the entire Leadership Development Series.
“Trust is the essence of leadership.” — Simon Sinek
Trust is the most important factor in the relationship between leaders and their teams. It means believing that others won’t take advantage of you. For example, if you confide in a colleague about challenges at home, and someone else later expresses sympathy about those issues, you would likely feel betrayed by your confidant and lose trust in them. Similarly, if your sergeant asks you to set up a perimeter around a crime scene, but you only fence off part of it, allowing the perpetrator to escape, your sergeant will likely be frustrated and hesitant to entrust you with responsibilities in the future. Trust involves risk; the higher the risk, the greater the need for trust.
Key qualities of trustworthiness
To be perceived as trustworthy, you must demonstrate several key qualities. The most commonly cited are integrity, competence, consistency, loyalty and openness: [1]
- Integrity means being truthful and honest, and it is arguably the most important quality someone seeks before deciding to trust another person. If I am going to follow you into a dangerous situation, I need to be confident that you are worthy of my trust. Without integrity, the other qualities of a good leader become meaningless.
- Competence involves performing your job effectively while adhering to company guidelines and policies. It also requires demonstrating emotional intelligence and applying strong interpersonal and leadership skills. If I believe you know what you are doing, I am more likely to trust you and follow your lead.
- Loyalty reflects your allegiance to others and your commitment to protecting them from unnecessary danger or undue criticism. If I make a mistake based on faulty instructions and you take responsibility for the outcome, I will see you as loyal and trustworthy.
- Consistency means being reliable, predictable and exercising sound judgment in all situations. It involves acting in alignment with the values you promote and integrating those values into how the team operates. Consistency also includes recognizing and rewarding those who uphold these values. If I know I can rely on your consistent behavior, I am more likely to trust you.
- Openness is about being truthful when sharing information related to work matters, organizational goals, and team visions. It also requires knowing when it is appropriate to share personal or non-task-related information. Effective openness includes demonstrating emotional intelligence and empathy. If I feel we can discuss almost anything without fear of criticism or punishment, I will trust you.
Trust-building exercises
Many trust-building activities are specifically tailored to help law enforcement teams strengthen their bonds. Here are a few effective exercises you can incorporate into your next police training session to enhance teamwork and trust.
1. Blind trust walks
Pair up for this exercise. One participant will wear a blindfold and rely on their partner to guide them through a walk. The guiding partner is responsible for ensuring the blindfolded participant’s safety by navigating obstacles, offering reassurance and acting as their “eyes.” Communication is encouraged, allowing you to determine the best method for guidance — holding hands, placing a hand on an arm, or offering physical support around the back and closest arm. Select a venue, such as inside a building, a park, or a neighborhood.
After completing the walk, take time to discuss and reflect on the experience. Then switch roles and repeat the process. This exercise helps build trust and teamwork — ensure all team members have the opportunity to participate.
2. Group trust fall
This exercise works best with your existing team but can also be effective with a new group during a meeting, workshop, or social gathering. Start by selecting one participant for the first round. Have this person stand with their back to the rest of the group and close their eyes. Position the group a few feet behind them, and explain that their mission is to safely catch the individual, ensuring they don’t hit the ground. Instruct the participant to lean back and fall into the arms of their teammates.
Repeat the process until each team member has had the chance to experience both roles — falling and catching. Afterward, hold a group discussion to reflect on the process, focusing on trust, teamwork, and how the exercise strengthened group dynamics. This activity is an excellent way to build trust and reinforce mutual support within the team.
3. Who are you?
This exercise can be done with a partner or the entire group. Each participant is given a question to answer, allowing them to share as much as they feel comfortable disclosing with the team. Suggested questions include:
- Describe a situation when you felt most afraid and how you handled it.
- What is the one thing you are most proud of in your life?
- What are the characteristics of a perfect love partner for you?
- Is there anything you are ashamed of? Can you share that with us?
Each person in the group takes a turn answering a question. The depth of the response will vary depending on the individual’s comfort level and willingness to take the risk of being open. This exercise fosters openness and encourages sharing, which are key elements of building trust within a team.
These exercises are designed to enhance trust in both your professional and personal relationships, laying the foundation for effective leadership and stronger connections. For additional trust- and team-building activities, consider exploring resources online or participating in leadership workshops.
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Suggested reading
1. Schindler PL, Thomas CC. (1993.) The structure of interpersonal trust in the workplace. Psychological Reports, 73, 563-573.
2. Sinek S. (2014.) Leaders eat last: Why some teams pull together and some don’t. Woodland Hills, CA: Penguin Audio Books
3. Stull TJ. (2009.) Trust in police officer-sergeant relationships. Professional issues in criminal justice, 4 (2), 59-70
About the authors
Jake Stull has served as a police officer in the Aurora (Colorado) Police Department since 2003; he currently holds the rank of Lieutenant and the position of Deputy Commander. He taught criminal justice courses at Purdue University Global for over a decade. He completed the Leadership Trilogy through the FBI Law Enforcement Executive Development Association, the Public Safety Leadership Development Program at Daniels College of Business/University of Denver, and the Leadership in Police Organizations presented by the International Association of Chiefs of Police. Prior to law enforcement, he worked with incarcerated juveniles at the Santa Clara County Probation Department in California and coached high school athletics.
Jim Stull is an Emeritus Professor of business at San Jose State University, where he spent over 30 of his 44 years in higher education. He earned his Ph.D. in organizational communication from Purdue University, specializing in openness and trust between leaders and team members; his teaching and research emphasized cross-cultural communication, diversity and inclusion in the workforce. He has served in various administrative roles, authored over 200 publications, and provided coaching, training, and presentation services for individuals and more than 80 business, government, educational and community organizations.
