If you want to trust your gut, as outlined in my post below, you’ve got to have developed a strong CORE. And, one of your principles has to be that you will choose “principles over profits.” This is why we have so few in leadership that we trust. Few know how to make this distinction and move forward when the landscape is unclear and the costs are high. Most simply default to what their loss aversion tells them; don’t do anything to lose what we’ve worked so hard to profit. The problem is that we underestimate the cost of looking the other way. This is why your principles have to be so strong, so hard, and so clear. Profits, will always be in the way…
BUILT TO LEAD 
Hey Chet, on this post, I wanted more, so I’ll offer this “and” in the hopes of addressing “the elephant on the mahogany table in the corporate boardroom.”
Here’s a principle of TRUST: When the team believes that “We’re all in this together.” It’s tied to another principle of Trust: “Fairness for all in rewards gained for results given.”
Leaders: Examine how your personal profits–salary, bonus, expense accounts, tax-advantaged perks, corner office, benefits, stock, retirement SERPS, etc., etc., either work to promote or undermine the two principles of Trust mentioned above.
The rising disparity of incomes is the single most important factor in eroding trust in this country. In 1960, 66% of Americans agreed that “most people can be trusted.” In 2012, it was down to only 30%. From 40 global studies of trust over that period, some smart guys at the University of Maryland ran a battery of factor causation analyses and concluded it was explained most by the single factor of a rising perception of inequity in incomes.
Most of us simply no longer feel “we’re all in this together.”
Distrust is the outcome if a leader’s team thinks your total comp is unjustified, regardless of whether you think they’re right or wrong. Unless you’re willing to fix that, here’s my recommendation for the smart investment of your time that will have the best ROI: save your breath on “mission” and “vision” and “BHAGs” and blah blah blah, hoping to inspire some kinda incremental discretionary effort from the troops. Instead, remind everyone that only the shareholders really matter, and fire up your HR Machine to “motivate” them properly. How? You have two weapons:
a.) Annual ratings and, even better, rankings (“threats”) that instill just the right amount of fear;
b.) Incentives (“bribes”) that trigger greed through pay for performance. Because that’s all they’re there for.
Why? Because they believe that’s all YOU’RE there for.
Let those with ears hear.
The things we say whisper. The things we do shout.
Are you still with me?
Or have I touched the dreaded “third rail” of leadership coaching?
Outstanding “and,” my friend. THANK you so much for giving us all more. You gave us more, Sully. And, maybe that is the magic. Leaders, like Sully, give us more…