There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.
There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Admit Mistakes
All leaders make mistakes. Few leaders relish the opportunity to publicly admit them. I think that is wrong thinking.
For many types of mistakes, a public “mia culpa” is a huge deposit in the trust account. Sure, there are types of mistakes that should not be flaunted before the general population.
For example, if a mistake is similar to one that a leader has made several times in the past, it is not a good idea to stand up in front of a group and say, “well folks, I did it again.”
Likewise, if a mistake is such a bonehead move it brings into question the sanity of a leader, it is not a good idea to admit it. But barring those kinds of issues, if an honest mistake was made, getting up and admitting it, apologizing, and asking for forgiveness is cathartic.
I once had the opportunity to call people together and admit a mistake I had made in a budget meeting the previous day. People were not happy to hear the news that I inadvertently gave away $10K, but I did have a steady stream of people come to my office later to tell me my apology was accepted and that my little speech hit a home run on the shop floor.
Reason: people do not expect leaders to apologize because it is almost never done. You catch people off guard when you do it, and it has a major impact on trust.
Apologizing upward is another tricky area that can have a profound impact. The same caveats for apologizing downward apply here; if a mistake was plain stupid or it is the same one you have made before, best not admit it to the boss unless some serious damage would result. But if you have made an honest mistake, admitting this to the boss can be a big trust builder. This is especially true if the boss would never know unless you told him.
I recall a situation in my career where I had inadvertently divulged some company information while on a business trip in Japan. Nobody in my company would ever know I had slipped in my deportment, but it bothered me. I took some special action to mitigate the mistake and went hat in hand to my boss.
I said, “Dick, I need to talk to you. I made a mistake when I was in Japan last week. You would never know this unless I told you, but here is what happened…” I then described how I let a magazine be copied where I had written some notes in the margin. I described how I retrieved the copy and was given assurances that other copies had not been made.
My boss said “Well, Bob, you’re right, that is not the smartest thing you ever did, the smartest thing you ever did was to tell me about it.”
That short meeting with my boss increased his trust in me substantially, and I received several promotions over the next few years that I can trace to his confidence in me.
Granted, his confidence was influenced by numerous good things I had done, but by admitting something that I did not need to do, the relationship was strengthened rather than weakened. This is powerful stuff, but it must be used in the right way at the right time for the right reason.
After making a mistake most leaders try to hide it, downplay the importance, blame others, or use some other method to try to weasel out of it. Often these actions serve to lower trust. Consider taking the opportunity to apologize publicly. Often it is a great way to build trust. Use this technique carefully and infrequently, and it can be a positive influence on the quality of your leadership.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
Posted by trustambassador 
Trust and integrity are inextricably linked. I believe before you can trust other people, you must trust yourself.
I believe trust between people is like a bank account. The balance is what determines the level of trust at any point in time, and it is directional. I might trust you today more than you trust me. We make deposits and withdrawals in the trust account nearly every day with the things we say and do. Usually the deposits are made in small steps that add up to a large balance over time. Unfortunately, withdrawals can be massive due to what I call “The Ratchet Effect.” All prior trust may be wiped out quickly. Nobody is happy when trust is lost.