🔦The Cost of Assuming Trust and Why It’s Not Enough

Most transformation and change leaders I meet are technically capable.

Some are incredibly accomplished.

But many still come to me, stuck, overlooked, or made redundant, asking the same question:

"Why is this happening to me?"

And in nearly every case, the answer is the same:

You assumed trust was enough.

Let’s get clear:

Being trusted is about your character.

Being entrusted is about your credibility.

Trust says: “I believe you mean well.”

Entrustment says: “I believe you’ll make it happen, and I’ll give you the mandate to lead it.”

That distinction is everything.

Too many change practitioners, transformation managers, and even seasoned consultants fall into the trap of believing their hard work will speak for itself.

That integrity and reliability will naturally lead to influence and opportunity.

But here’s the reality:

🟥You can be trusted and still not be invited into the high-stakes room.

🟥 You can be liked but not chosen.

🟥 You can be capable and still be seen as a “doer,” not a decision-maker.

That’s because entrustment isn’t just about values; it’s about presence, positioning, and power.

Trusted vs Entrusted: What’s the Difference?

🔹 Trusted = Seen as reliable, ethical, and competent. You’re respected for your integrity and consistency. You’re the person they rely on to deliver.

🔸 Entrusted = Given the mandate. You’re seen as capable of leading high-stakes and strategic endeavours. They put their name behind you, give you access, and let you shape outcomes.

Trusted gets you a seat at the meeting.

Entrusted gets you the whiteboard, the decision rights, and the budget.

Being entrusted requires more than a track record; it demands:

• A sharp strategic lens
• Depth and clarity in positioning
• Cross-functional credibility
• Executive-level communication
• A visible leadership identity

And here’s the hard truth:

✅ You can be delivering results and still not be entrusted.

✅ You can be respected, but not relied on to lead transformation.

That’s the gap.

Entrusted Leaders Look Different

Here’s what I’ve found separates those who are entrusted with big transformations, strategic roles, and high-value decisions:

🔹 Credibility: Not just what you know, but how you show it

🔹 Empathy: They read the room before offering a solution

🔹 Depth of expertise: Able to connect dots others don’t see

🔹 Versatile communication: They speak multiple "stakeholder languages"

🔹 Presence: Not louder, just clearer and more grounded

🔹 Care: They act in the business’s interest, not just their own, even if that means you have to be unpopular for some time

🔹 Maturity: They don’t flinch under pressure

🔹 Attunement: They sense urgency, they understand what's now, and what's later, and what's the gap and the bridge

🔹 Respectful candour: They speak the truth with humility

🔹 Diverse thinking: They bring breadth, not just depth

Compare that to a leader with 20 years of delivery experience, strong project outcomes, and certifications...

And it’s obvious:

Delivery doesn’t automatically convert to entrustment.

Here’s the kicker: most people don’t even know they’re missing this.

They’ve been boxed into implementation.

They’re running programs, attending steering committees, and getting things done.

But behind closed doors? They’re not the ones being mentioned. Not the one being tapped.

Why?

Because while they assumed trust was there, they never intentionally built the credibility and presence to earn entrustment.

What’s Getting in the Way?

Let’s go deeper into what I shared last time, now, with this lens:

1️⃣ Assumed Trust

You believe your performance earns automatic trust. But trust is fragile, and entrustment must be earned repeatedly.

2️⃣ Lack of Deep Questions

You’re not getting under the skin of what matters. Entrusted leaders ask what others don’t dare—and listen harder than they speak.

3️⃣ Holding Cards Too Tight

If you’re too closed, too hard to read, or always ‘in control,’ you become unrelatable. Entrustment needs openness and shared ownership.

4️⃣ Oversharing Without Substance

On the other hand, oversharing everything can dilute your influence. Entrusted leaders balance clarity with discernment.

5️⃣ Waiting for Permission

If you’re waiting for the perfect time, the green light, or the tap on the shoulder, you’ll be waiting a long time. Momentum belongs to those who step forward before they’re fully “ready.”

So What Do You Do With This?

Start by asking:

• Where am I being trusted but not entrusted?
• Who listens to me, but doesn’t back me with action?
• What rooms am I still waiting to be invited into?

Then begin the shift.

✅ Build relationships that go beyond roles.

✅ Elevate how you speak about your work, your vision, and your impact.

✅ Develop the presence and positioning to turn trust into traction.

Because if you’re not deliberately building credibility and influence, you’re likely unintentionally undermining it.

🎯 Ready to see where you stand?

That's what I help my members and clients with. But let's first gauge where you are at... Take the Future Fit Change Leader Scorecard to get a personalised report across the 5 pillars that define your career strength:

• Career Trajectory
• Leadership Influence
• Practice Depth
• Mindset Maturity
• and Strategic Growth

📍✅👉Take the Future Fit Change Leader Quiz Now: https://www.futurefitleader.com/relevance-quiz

Or reply directly if you want to explore how to become the leader they not only respect, but entrust to shape what’s next.

🟰 Let’s stop playing the small game of trust and step into the bigger game of transformation.

🎤I am speaking at Agile Australia in June 2025

If you want to learn more about navigating The Two Speeds of Transformation between what is strategic and where you can bring iterative momentum

This topic is at the intersection of transformation leadership, Agile principles, and the reality of running large-scale programs. Many organisations struggle to balance Agile's fast-paced, iterative nature with the deliberate, strategic depth required for successful transformations.

This session clarifies what can and cannot be "Agilable" in transformation programs and introduces the concept of running at two speeds: one focused on flexibility and responsiveness, the other on alignment and stability.

🎫 Receive a special 10% discount as a member of my newsletter.

Details are below👇 see image below

Till next week

Jess Tayel

Founder of the Transformation Leadership Institute and People of Transformation membership & community.

Enable Organizations to Become Future Fit Through their Transformations & Change efforts.

Elevate Change & Transformation high-performing leaders to soar above the sea of sameness and achieve new heights in mastery, influence, & impact without the drag of going solo or slow progression.