Enhancing Leadership Trust in a Time of Accelerating Change
Eric D. Reicin, President & CEO, BBB National Programs
From financial market swings to deregulation to workforce disruption and emerging technology, such as generative and agentic AI, leaders are being asked to make tough decisions with limited visibility into what new challenges may be lurking around the corner. That much has been true for generations, but for today’s leaders the challenge is particularly acute.
So, how do we effectively lead in this time? To me, an important measure of leadership is not in just predicting the future (although a lucky educated guess or two does make life easier), but in guiding an organization and its people through change with confidence, attention to core values, a strategic mindset, business and financial acumen, clarity, decency, integrity, and a willingness to see what is beyond the brightest stars in the sky.
Establishing, preserving, and then enhancing trust among key stakeholders is an important first step. Trust is a key infrastructure component that holds us steady under shifting terrain. Trust must be intentionally cultivated and expressed through action. It must be modeled in how we lead.
In periods of rapid change, leaders must articulate priorities and decision-making principles even if every step is not yet known. Stakeholders do not expect perfection, but they do expect honesty grounded within an organization’s core values. Thoughtfully sharing what we know, what we are learning, and even what we do not yet know can foster credibility and respect. It lets stakeholders know they are not being left in the dark.
At my organization, for example, I host strategic employee conversations and share regular written communications to provide a big picture view of where we are going and how we will get there. We also engage in regular external stakeholder communication. These moments reinforce alignment and reaffirm our shared purpose.
As Frances X. Frei and Anne Morriss put it in Harvard Business Review, “Trust begins with empathy. It grows through transparency. And it endures because of consistent action.” In a world of complexity and fast-moving variables, transparency is the foundation for alignment, and alignment is what moves organizations forward.
Consistency means reinforcing values not just in big moments, but in daily operations. If we say we are committed to a mission, do our policies and practices reflect that? We may tout innovation, but are we truly rewarding experimentation and risk-taking? Consistency reassures your stakeholders that your compass has not changed, even if the landscape has.
Emotional intelligence (EQ) enables leaders to sense when morale is wavering, when communication is not landing, or when individuals need support. Decency quotient (DQ), as Bill Boulding describes, extends this mindset further. DQ is about doing right by people—not just treating them with respect but actively looking out for their well-being. It is showing up in a way that is principled, human, and grounded in fairness and trust, especially when circumstances are difficult. In fact, I have found that if you build your team with high DQ leaders, executing on your strategic plan will be much easier.
When teams know their leaders care about both performance and people, they respond with trust and accountability.
Nevertheless, one of the greatest leadership challenges today is balancing velocity with values. When change comes quickly, the temptation is to prioritize speed over stewardship. In this age of emerging AI, that temptation is particularly strong. Overall, the organizations that succeed in their mission are those that make room to pause, reflect, and adjust without sacrificing trust.
Peter Drucker summarizes: “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” Staying anchored in outdated practices is a risk. To not lose sight, leaders must evolve while staying grounded in purpose as a stabilizing force.
I started this piece with an observation that leaders often make tough decisions without full visibility. That challenge feels even more vivid when we look at NASA’s upcoming Nancy Grace Roman Space Telescope mission, scheduled to launch by May 2027. Designed to search for new exoplanets and life itself, its observational power will far exceed that of the Hubble and Webb telescopes. The Roman telescope will have a newly designed coronograph that is built to block out the “glare from distant stars and reveal the planets in orbit around them." Sometimes leaders, like astronomers, need tools to block out the glare and find the right path to new discoveries.
Change is inevitable, but leadership trust can provide your team the courage to take risks, weather the storm, and find the inspiration to follow you into the future. And in times of accelerating change, that trust can become your greatest competitive advantage.
From financial market swings to deregulation to workforce disruption and emerging technology, such as generative and agentic AI, leaders are being asked to make tough decisions with limited visibility into what new challenges may be lurking around the corner. That much has been true for generations, but for today’s leaders the challenge is particularly acute.
So, how do we effectively lead in this time? To me, an important measure of leadership is not in just predicting the future (although a lucky educated guess or two does make life easier), but in guiding an organization and its people through change with confidence, attention to core values, a strategic mindset, business and financial acumen, clarity, decency, integrity, and a willingness to see what is beyond the brightest stars in the sky.
Establishing, preserving, and then enhancing trust among key stakeholders is an important first step. Trust is a key infrastructure component that holds us steady under shifting terrain. Trust must be intentionally cultivated and expressed through action. It must be modeled in how we lead.
Clarity and Alignment
Accelerating change creates unease. Emerging technologies, such as agentic and generative AI, heighten those tensions. But when things are moving fast, transparency becomes an important component of a leader’s toolkit.In periods of rapid change, leaders must articulate priorities and decision-making principles even if every step is not yet known. Stakeholders do not expect perfection, but they do expect honesty grounded within an organization’s core values. Thoughtfully sharing what we know, what we are learning, and even what we do not yet know can foster credibility and respect. It lets stakeholders know they are not being left in the dark.
At my organization, for example, I host strategic employee conversations and share regular written communications to provide a big picture view of where we are going and how we will get there. We also engage in regular external stakeholder communication. These moments reinforce alignment and reaffirm our shared purpose.
As Frances X. Frei and Anne Morriss put it in Harvard Business Review, “Trust begins with empathy. It grows through transparency. And it endures because of consistent action.” In a world of complexity and fast-moving variables, transparency is the foundation for alignment, and alignment is what moves organizations forward.
Consistency: Matching Intent with Action
During times of uncertainty, consistency between values and behavior becomes even more important. People gauge whether our actions support our stated commitments, decisions are magnified, and stakeholders watch closely. They may wonder: Is the organization still grounded in its mission? Do our decisions reflect our stated values?Consistency means reinforcing values not just in big moments, but in daily operations. If we say we are committed to a mission, do our policies and practices reflect that? We may tout innovation, but are we truly rewarding experimentation and risk-taking? Consistency reassures your stakeholders that your compass has not changed, even if the landscape has.
Decency in High-Velocity Leadership
Uncertainty is not only a strategic challenge; it is an emotional one. People experience stress, fear, and doubt when the path ahead is unclear. Leaders who recognize and respond to that reality, rather than ignore it, are better equipped to build trust and keep team focus.Emotional intelligence (EQ) enables leaders to sense when morale is wavering, when communication is not landing, or when individuals need support. Decency quotient (DQ), as Bill Boulding describes, extends this mindset further. DQ is about doing right by people—not just treating them with respect but actively looking out for their well-being. It is showing up in a way that is principled, human, and grounded in fairness and trust, especially when circumstances are difficult. In fact, I have found that if you build your team with high DQ leaders, executing on your strategic plan will be much easier.
When teams know their leaders care about both performance and people, they respond with trust and accountability.
Purpose as a Stabilizing Force
For nonprofits in particular, purpose is our North Star. But even the clearest star can be obscured during a storm. That is why change leadership must be paired with a continual re-grounding in mission. It is not just about reminding employees what they do, it is about reaffirming why it matters. At BBB National Programs, we return to purpose regularly to test our assumptions, challenge our approaches, and measure our impact. This clarity allows us to evolve in ways that are aligned, consistent, and meaningful.Nevertheless, one of the greatest leadership challenges today is balancing velocity with values. When change comes quickly, the temptation is to prioritize speed over stewardship. In this age of emerging AI, that temptation is particularly strong. Overall, the organizations that succeed in their mission are those that make room to pause, reflect, and adjust without sacrificing trust.
Peter Drucker summarizes: “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” Staying anchored in outdated practices is a risk. To not lose sight, leaders must evolve while staying grounded in purpose as a stabilizing force.
I started this piece with an observation that leaders often make tough decisions without full visibility. That challenge feels even more vivid when we look at NASA’s upcoming Nancy Grace Roman Space Telescope mission, scheduled to launch by May 2027. Designed to search for new exoplanets and life itself, its observational power will far exceed that of the Hubble and Webb telescopes. The Roman telescope will have a newly designed coronograph that is built to block out the “glare from distant stars and reveal the planets in orbit around them." Sometimes leaders, like astronomers, need tools to block out the glare and find the right path to new discoveries.
Change is inevitable, but leadership trust can provide your team the courage to take risks, weather the storm, and find the inspiration to follow you into the future. And in times of accelerating change, that trust can become your greatest competitive advantage.