Trust Is More Than Good Intentions
As I sat down to write this fourth journal in our Leadership Journey series, I went back and read the first three: Belonging, Curiosity, and Listening. I found myself reflecting on what each of these means to me, and how they continue to show up in my work and in my life.
I wanted to feel grounded in those reflections before tackling trust. Because when I think about the relationships we build, the teams we lead, and the workplaces we create, I keep coming back to one question: How can we truly succeed together without trust?
Belonging reminds us that people need to know they have a place, that they are valued for who they are and what they contribute.
Curiosity invites us to question our assumptions and approach differences with a genuine desire to understand.
Listening asks us to go beyond hearing someone's words and allow what they've shared to influence our thinking and actions.
And trust? I think trust is what allows us to bring all three into practice, especially when things don't go as planned.
When Good Intentions Aren't Enough in Neurodivergent-Affirming Leadership
I've come to believe that trust isn't built on getting everything right. It's built on what happens when we don't.
We can enter a conversation with the best intentions, genuinely want to understand another person's perspective, and still miss the mark. I've certainly experienced that in leadership. Sometimes what I thought would be helpful wasn't. Sometimes a decision or approach that seemed reasonable to me didn't serve someone else nearly as well as I had hoped.
And sometimes we don't recognize that until someone tells us.
That can be uncomfortable. Particularly when we believe we've approached something thoughtfully and with care.
But I've learned to ask myself a different question. When someone tells me that my efforts aren't working for them, am I more interested in explaining what I intended, or understanding what I need to do differently?
Because good intentions, without a willingness to learn and change, can only take us so far.
Different People, Different Ways of Working: Designing Accessible Workflows for Neurodivergent Teams
One of the things I've learned through leadership is that people can be equally committed to the same outcome and have very different ideas about how to get there.
Some people are energized by quick decisions, direct conversations and moving immediately into action. Others thrive on collaboration, spontaneous discussion and the opportunity to explore ideas together. Some prefer time to reflect, clear expectations and predictable processes. Others are most comfortable when they can work independently, examine the details and arrive at a carefully considered conclusion.
None of these approaches is inherently better than another. In fact, I believe the strongest teams bring all these ways of thinking to the table. We need people who challenge us to move forward, people who generate possibilities, people who consider the implications, and people who make sure we haven't overlooked the details. It's the combination of different perspectives, rather than everyone thinking alike, that often leads to better decisions. And most of us draw on different approaches depending on the circumstances.
But those differences can create tension, even when everyone is genuinely trying to contribute.
Imagine a leader who needs time to process information before making a decision, working with a team member who values quick responses and decisive action. Or someone who prefers structured, purposeful meetings leading a colleague who does their best thinking through conversation and spontaneous exchanges.
Neither person is necessarily doing anything wrong. But without understanding one another, each may begin to interpret the other's approach as unhelpful, frustrating or even disrespectful.
And what happens when that leader is neurodivergent?
We often talk about creating workplaces that accommodate neurodivergent employees, and rightly so. But neurodivergent people are also leaders, business owners, managers and decisionmakers. They may be responsible for leading teams whose members think, communicate and work very differently from themselves.
A neurodivergent leader shouldn't have to abandon their authentic way of working to be considered effective. Nor should their team be expected to adopt the leader's preferred approach.
I believe the opportunity lies in finding ways of working together that recognize those differences while supporting everyone's ability to contribute.
What is a Neurodivergent-Friendly Work Environment?
I also wonder how often we examine the structures we've come to accept as normal.
The physical office environment. The expectation that everyone works the same hours or the same length of day. The way meetings are conducted, how decisions are communicated, and what we consider evidence of productivity.
Many of these practices exist because they've always existed, not necessarily because they're the most effective way for people to work.
For some, a busy, collaborative office is energizing. For others, it can make concentration difficult. Some people are at their best early in the morning, while others are more productive later in the day. Some benefit from frequent conversation and interaction, while others need uninterrupted time to think and complete their work.
Of course, organizations have operational responsibilities, and not every preference can be accommodated in every circumstance.
But I think there's an important difference between assuming something cannot change and genuinely exploring whether it could.
When someone tells us that a particular approach isn't working, do we become curious about what might work better? Do we listen without immediately defending the existing practice? And are we willing to make meaningful adjustments?
That's where our earlier reflections on belonging, curiosity and listening begin to translate into trust.
Building Inclusive Workplace Trust: Why It Requires Effort From all of Us
I believe trust needs to work in both directions.
People need to know that expressing their needs, offering a different perspective or questioning an established practice won't diminish how they're valued.
Leaders need to be able to acknowledge uncertainty, ask questions and learn alongside their teams. And colleagues need to be able to trust that differences in communication or working styles don't automatically reflect a lack of respect, care or commitment.
Sometimes we misunderstand one another. Sometimes our efforts don't produce the results we hoped for. And sometimes what feels supportive to one person doesn't feel supportive to another.
For me, three things are essential: open communication, a genuine desire to understand, and authentic effort.
Open communication means creating enough trust to say when something isn't working, even when that conversation is uncomfortable.
A genuine desire means approaching one another with the belief that we are trying to find a way forward, while remaining willing to question our assumptions about what others intend.
Authentic effort means doing something with what we've learned. Adjusting our approach, reconsidering established practices and following through on the commitments we make.
That doesn't mean everyone carries the same responsibility. Leaders have a particular obligation to create inclusive, accessible workplaces and address barriers within their control.
But I do believe everyone benefits when we approach our working relationships with a willingness to understand one another.
And there's an important distinction between making a genuine effort that doesn't work and repeatedly expecting someone else to accept an approach that continues to fail.
Good intentions matter. But they must eventually become meaningful action.
When We Know Better, We Do Better: Growth and Accountability in Leadership
Perhaps one of the most meaningful expressions of trust is reaching a point where we can acknowledge that something didn't work without needing to assign blame or defend ourselves.
We may both have tried our hardest. We may have approached the situation with genuine care and commitment. And we still may not have found an approach that works.
Can we recognize that honestly? Can we acknowledge what we've learned and remain willing to try differently?
I'm reminded of Maya Angelou's words:
"Do the best you can until you know better. Then when you know better, do better."
I've always appreciated the humanity in that idea. It acknowledges that we won't always have the right answer, while reminding us that learning creates a responsibility to act differently.
For me, that's an important part of trust. Not expecting perfection but believing that the people we're working with are genuinely committed to learning, growing and doing better and demonstrating that same commitment ourselves.
We Can Move Forward Together: Building Inclusive Team Culture Through Trust
When I reflect on Belonging, Curiosity and Listening, I see them as more than individual leadership practices. Together, they help create the conditions in which trust can grow.
Belonging tells us we have a place.
Curiosity tells us our differences are worth understanding.
Listening tells us our experiences matter.
And trust gives us the confidence to keep working together, even when we haven't figured everything out.
I don't think trust means believing we'll never disappoint one another, misunderstand something or make a mistake.
I think it means knowing there is enough honesty, respect and genuine commitment in the relationship to acknowledge those moments, learn from them and make meaningful changes. Because ultimately, trust isn't simply about believing that someone means well.
It's about experiencing, through their actions, that they're willing to do better as they learn more.
And that gives us something important to build on.
We can move forward together.
Let's Continue the Conversation: Cultivating Neurodivergent-Affirming Leadership
Building trust within a team takes more than good intentions. It takes a willingness to understand different perspectives; challenge established practices and create ways of working that genuinely support the people around us.
If you're reflecting on how trust, communication and different ways of thinking show up in your workplace, Mackenzie Costron would welcome the opportunity to explore those questions with you.
Connect with Mackenzie to start a conversation about building a more neurodivergent-affirming workplace.
