Compassion Improves Trust

Cathie Leimbach • August 9, 2022

“People put faith in those who care beyond themselves,” says David Horsager. “And feeling cared for increases trust.”

Compassion can be defined as “concern for the sufferings or misfortunes of others” or “a kind friendly presence in the face of what’s difficult”. Compassion is having patience and giving support to others who are experiencing tough circumstances or situations. 

How considerate and understanding are we when those around us aren’t perfect? When they hurt or disappoint us? When they experience a setback or difficulty in their life? We appreciate when others don’t add to our troubles when we are already down. How much grace do we show others when the tables are turned? 

Compassion enables us to understand ourselves better and others better, and the more we understand others the more we will want to relieve their suffering. Here are a few ways we can develop the ability to see things from someone else's perspective and offer them support.

  • Ask them open-ended questions to understand their challenges and how they are feeling? It can be as simple as, “You seem down today. How can I help you?”
  • Practice active listening. This includes listening to what they are telling you without interrupting, making eye contact, asking questions to increase your understanding, and repeating back to them what you think you heard to check if you are hearing their message.
  • Offer to help them, even in a small way. Take them a meal, drive them to an appointment, clean their house, or give their child a ride to soccer practice.

We appreciate others who don’t make our difficult circumstances more difficult. When others’ help us handle the trials of life, it builds our trust in them. What do we to show compassion to others, to help reduce or overcome their difficult circumstances? Practicing compassion is an important factor in being a person worthy of trust. 

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.

Put Your Brain in Gear When Using AI

By Cathie Leimbach • June 16, 2026
Artificial Intelligence is becoming a powerful workplace tool. It can summarize information, analyze data, draft content, and generate ideas in seconds. But there is a growing risk leaders need to recognize: AI can sound convincing even when it is wrong. In an article by Erica Dhawan, she describes a legal case where attorneys used ChatGPT to help prepare a court filing. The brief looked professional, the reasoning seemed logical, and the citations appeared legitimate. There was only one problem: several of the cited cases did not exist. The AI had fabricated them. The danger wasn't carelessness. It was trust. Because the information was presented clearly, confidently, and professionally, nobody stopped to question it. Psychologists call this the "fluency heuristic"—our tendency to assume information is accurate when it is easy to process and sounds credible. As leaders, we cannot allow polished answers to replace critical thinking. When you find yourself thinking, "This is too good to be true," put your brain in gear. Dig deeper. Investigate. Verify the facts. Ask what assumptions were made, what information might be missing, and what evidence supports the conclusion. AI can be an incredible assistant. It should never become a substitute for judgment. The smooth answer is not always the wrong one—but it is often the one that deserves the most scrutiny. Before You Act, Verify. The biggest risk with AI isn't bad information. It's believable information that's wrong. That's why we created the AI Verification Checklist for Leaders —a simple 5-minute tool designed to help leaders challenge assumptions, identify missing information, verify conclusions, and make better decisions before acting on AI-generated recommendations. Download the free AI Verification Checklist for Leaders and start asking better questions before making important decisions.