Do Employees Trust You? The Power of MSC in Leadership
In today’s fast-paced and often volatile business environment, one question has never been more relevant: Do your employees trust you?
This is not a soft or abstract concern—it’s a hard metric with serious implications. Trust is the invisible currency that fuels collaboration, innovation, engagement, and ultimately, performance.
At the Business Readers Global Book Club, we recently explored The Mind of the Leader by Rasmus Hougaard and Jacqueline Carter, a transformative book that reframes what true leadership means. The authors introduce a compelling leadership framework grounded in three core values: Mindfulness, Selflessness, and Compassion—together known as MSC. These aren’t buzzwords or fleeting trends; they are behavioral anchors proven to unlock people’s potential and drive extraordinary business results.
But how do these values relate to trust? And why should leaders care?
- Mindfulness Builds Trust Through Presence and Clarity
Mindfulness is more than meditation or stress relief—it’s the ability to be fully present, aware, and attentive. A mindful leader listens without distraction, responds without reactivity, and makes decisions with clarity and calm.
When employees see their leaders fully engaged—not checking phones during meetings, not rushing through conversations, not reacting emotionally—they begin to trust that they are seen, heard, and valued. Mindfulness communicates that “I am here, with you, and I care about what you’re saying.”
Trust begins when people feel they matter.
And mindfulness makes people feel that way consistently.
- Selflessness Earns Trust by Shifting the Spotlight
Leadership has long been associated with authority, charisma, and personal success. But Hougaard and Carter argue for a radically different approach: selfless leadership. This means checking ego at the door, avoiding micromanagement, and lifting others up instead of hoarding recognition or control.
When leaders prioritize the success of the team over their personal agenda, trust grows naturally. People trust leaders who don’t manipulate, self-promote, or lead for self-gain. They’re drawn to leaders who ask, “How can I help you succeed?” instead of “How can you help me look good?”
Selflessness fosters psychological safety—a key ingredient in high-trust, high-performance cultures.
- Compassion Deepens Trust by Connecting on a Human Level
The authors define compassion as the intention to be of benefit to others. In practice, this means leaders care not just about performance, but about the person behind the performance. They understand that employees are not machines—they’re human beings navigating stress, uncertainty, and ambition all at once.
Compassionate leaders are not pushovers—they still set high standards. But they do so with empathy and understanding. And in doing so, they inspire trust at the deepest level. Employees don’t just follow compassionate leaders—they believe in them.
When people trust that their leaders care about them, not just their output, they’re more loyal, resilient, and willing to go the extra miles.
Why MSC Matters Now More Than Ever
The pandemic, remote work, generational shifts, and global uncertainty have all changed the rules of leadership. Command-and-control is dead.
Today, leadership is about connection, credibility, and care—the very qualities embodied in MSC.
When leaders embody Mindfulness, Selflessness, and Compassion:
• Teams become more engaged and innovative
• Cultures become more inclusive and safe
• Trust becomes the default, not the exception
And where there is trust, performance follows.
The Bottom Line
Leadership is not about having all the answers—it’s about creating an environment where others can thrive. That begins with trust. And trust begins with MSC.
So, ask yourself again:
Do your employees trust you?
If the answer isn’t clear—or isn’t the one you’d hope for—start with mindfulness. Practice selflessness. Lead with compassion. That’s not just the right way to lead—it’s the smart way to lead.
Because when people trust their leaders, everything changes.
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