14 April 2026
What makes a trustworthy leader? Unlike authority – which is structural and mandated – credibility and trust are earned.
So says Dr. Christopher McCormick, Chief Academic Officer at Efekta Education and voice of authority on intercultural communication.
But in a multinational context, where culture dictates the very parameters of trust, how can leaders hope to be credible across a diverse and dispersed workforce? In other words, how well does trust travel?
"Trust within an organization has to be earned. Trust across cultures has to be learned."
Trust as a cultural marker
Rather than being a fixed concept, trust is a state of being; it rises and falls based on signals which are interpreted by the listener.
Before logic comes into play, the receiver of these signals will have a gut reaction based on their social identity and that of the speaker. If they consider the speaker to be of the same social group as themselves – whether due to background, gender, generation, language, or even role in the business – the listener will automatically experience a higher level of trust, and vice versa. The effects of identity can be summarized as ‘belonging’.
A leader’s credibility is therefore closely tied to their ability to relay a shared meaning across these social and cultural borders.
“What is considered ‘clear communication’ gets complicated. What is clarity? How are messages received and understood? How do we believe what you’re saying? It’s trust that determines whose interpretations counts.”
Same intent. Different impact.
A common mistake for leaders is to believe that awareness is equal to alignment, and that understanding leads to influence. In fact, awareness and understanding are built by communicating information, while alignment and influence are the benefits of trust. The problem is not shared information, it’s shared meaning. Dr. McCormick identifies three signals that leaders need to send to build trust with their workforce:
Competence – Do you know what you’re doing
Benevolence – Are you on our side?
Integrity – Do you do what you say?
However, while these signals are universal, McCormick argues, they are received differently across cultures and identities.
For example, according to Erin Meyer’s Culture Map, each nationality sits on a scale according to how highly its members value ‘tasks’ vs. ‘relationships’. Cultures with a ‘task-based’ outlook – such as the USA – are more likely to trust a person who signals competence, valuing their reliability and work ethic. On the other end of the scale – where China and India sit – trust is built by experiencing a personal connection, leaning more towards the signal of ‘benevolence’.
A leader’s intended message may therefore have mixed results according to how it is received by different groups, compromising alignment and trust.
“What is it about the signals we send and receive that’s making us understood in a different way? The same leader, who seems competent in one place, in a different place is not taken seriously.”
The belonging variable: Language
A shared language does not guarantee a shared understanding or mindset. Language can represent a major part of cultural identity and, in a global business context, can determine belonging. Many communicate in a language that is not their mother tongue which may restrict their sense of identity at work and limit their confidence. Those communicating in their native language are unlikely to recognize the cultural gaps as easily and may think they are getting messages across clearly.
“The research points out that non-native speakers consistently report perceived lower credibility. This reduces their ability to trust and might impact the way they are trusted as well. We have to think about everything we’re doing to create the conditions for more people to find their voice.”
Beyond words into meaning: What leaders can do
Notice your blind spots. Pay attention to how your communication is received, especially by those who do not share your social or cultural identity. This may reveal areas where your intent is ‘lost in translation’ for certain groups.
Listen actively. As McCormick states, leaders must “create the conditions for more people to participate”, especially for those you understand the least or who are communicating in their second or even third language. Then, it is only through active listening that you will learn to replicate how other cultures communicate and build trust.
Learn their ‘language’. Observe how different cultures coming into contact have opposing communication styles and expectations, leading to misunderstandings and distance. This means accepting two opposites being true at the same time; that neither the speaker nor the listener is more ‘correct’ in their interpretation, since trust is subjective and culturally driven.
Transparency = trust. The Better Leaders research confirms that employees want more transparency and authenticity (as well as trust) from their leaders. As you take these steps to learn about yourself, listen, and be more culturally sensitive, be open with your people about where you want to improve and, crucially, what you have learned that others may benefit from. A culturally literate workforce will support trust building efforts.
The power is in your hands – or, more accurately, in your communication. As a leader, aligning your workforce across the globe is most effectively achieved by becoming a trusted ally to all people and cultural identities.
Contributor
Dr. Christopher McCormick
Christopher is an international education specialist with over 30 years of experience helping professionals develop global competence through trust, cultural sensitivity, and communication skills. He has designed and delivered learning initiatives for organizations across a wide range of sectors. His work draws on a global career spanning academic leadership, executive roles, and life in more than a dozen countries.
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