Trust in leadership is often discussed as if it were primarily about likability or technical skill. In reality, neither is sufficient. Some leaders are highly capable but distrusted. Others are deeply liked but not relied upon for direction. The 3 Cs Model of Trust explains why.
The model states that trust rests on three pillars:
Competence — Can you deliver results?
Character — Will you do the right thing?
Connection — Do you build genuine relationships?
When all three are present, trust becomes durable. When one is missing, trust becomes fragile.
This model is powerful because it integrates performance, ethics, and relationships into a single framework. It recognizes that leadership trust is not one-dimensional. It is multi-layered.
This article explores each “C,” how it contributes to trust, what weakens it, and how leaders can intentionally strengthen it.
Why the 3 Cs matter
People ask three fundamental questions about leaders:
- Are you capable?
- Are you ethical?
- Do you care?
Competence answers the first.
Character answers the second.
Connection answers the third.
If any question remains unanswered, trust erodes.
The 3 Cs model helps leaders diagnose not only whether trust is low, but why.
Competence: Proving you can deliver
Competence answers the question:
“Can you do the job?”
It includes:
- Technical skill
- Strategic thinking
- Decision quality
- Execution ability
Competence is visible through outcomes.
Leaders do not need to be the best technical expert in the room, but they must demonstrate sufficient understanding to:
- Ask good questions
- Make informed decisions
- Recognize quality
Competence builds trust because it reduces risk.
People follow leaders they believe will move them toward success.
Common ways leaders weaken perceived competence:
- Making frequent uninformed decisions
- Ignoring data
- Failing to learn
Competence is not static. It requires continuous development.
High-competence leaders:
- Stay curious
- Invest in learning
- Seek expert input
They do not pretend to know everything. They demonstrate learning agility.
A competence-building statement:
“I don’t have enough data yet. Let’s gather more before deciding.”
This signals judgment maturity.
Competence also includes prioritization. Leaders who chase everything appear scattered. Leaders who focus appear capable.
Ask yourself:
- Do I understand the core drivers of our business?
- Do my decisions generally lead to positive outcomes?
- Do people trust my judgment?
If not, competence needs strengthening.
Character: Demonstrating moral reliability
Character answers the question:
“Will you act with integrity?”
It includes:
- Honesty
- Fairness
- Accountability
- Consistency with values
Character is revealed under pressure.
Anyone can act ethically when it is convenient. Character shows when it is costly.
Leaders with strong character:
- Tell the truth even when uncomfortable
- Keep commitments even when difficult
- Treat people consistently
Leaders with weak character:
- Bend rules for personal benefit
- Justify unethical shortcuts
- Apply double standards
Character builds trust because it stabilizes expectations.
People need to know where the moral lines are.
When character is strong, people feel safe.
When character is weak, people become cautious.
A defining test:
Does your behavior change when no one is watching?
Character also includes owning mistakes.
“I made the wrong call. That’s on me.”
This sentence strengthens character perception.
Ask yourself:
- Do I act consistently with our values?
- Do I take responsibility when things go wrong?
- Would people describe me as fair?
If not, character is at risk.
Connection: Creating relational bonds
Connection answers the question:
“Do you know me and care about me?”
Connection is not about being everyone’s friend. It is about building human rapport.
Connection includes:
- Remembering personal details
- Checking in
- Listening actively
- Showing appreciation
Connection builds trust because it affirms belonging.
People work harder for leaders who see them.
Leaders often overestimate how much connection they create. Small moments matter.
A 30-second check-in:
“How are you holding up?”
can significantly increase trust.
Connection does not require constant emotional depth. It requires consistency.
High-connection leaders:
- Make time for conversations
- Show curiosity about people
- Acknowledge effort
Low-connection leaders:
- Focus only on tasks
- Rarely ask personal questions
- Appear distant
Connection does not replace standards. It makes standards sustainable.
Ask yourself:
- Do I know what motivates my team members?
- Do people feel comfortable approaching me?
- Do I express appreciation?
If not, connection needs development.
The interdependence of the 3 Cs
The three Cs amplify each other.
High competence + low character = dangerous leader.
High character + low competence = kind but ineffective leader.
High competence + low connection = respected but distant leader.
Trust peaks when all three are present.
Consider:
A highly competent leader who delivers results but manipulates people will not be trusted.
A highly ethical leader who lacks capability will be liked but not followed.
A relational leader without competence or character will be enjoyed but not relied upon.
Balanced leaders inspire both confidence and commitment.
Diagnosing trust gaps
When trust feels low, ask:
- Is competence questioned?
- Is character doubted?
- Is connection missing?
Then target development.
If competence is low → Invest in learning, mentorship, feedback.
If character is low → Recommit to values, increase transparency.
If connection is low → Increase one-on-one time.
Avoid trying to fix everything at once. Start with the weakest C.
Daily practices for each C
Competence
- Read in your domain
- Review decisions and outcomes
- Ask experts
Character
- Tell the truth quickly
- Own mistakes
- Apply standards consistently
Connection
- Ask personal check-in questions
- Recognize contributions
- Be present
Small daily behaviors compound.
Trust as a leadership identity
The 3 Cs model suggests that trust is not a tactic. It is an identity.
“I am a competent leader.”
“I am a person of character.”
“I am a relational leader.”
When leaders internalize these identities, behavior follows naturally.
Trust then becomes a byproduct, not a performance.
This article is part of a five-article series, at Dreieskiva, on trust models in leadership:
- The Nine Habits of Trust — Practical daily behaviors that grow trust
- The 3 Cs Model of Trust — Competence, Character, Connection
- The Five Dimensions of Trust — Honesty, Respect, Fairness, Openness, Reliability
- The Trust Equation — Credibility, Reliability, Vulnerability, Ego
- The Trust Triangle — Authenticity, Logic, Empathy
Each model offers a unique lens, but they converge on the same principle: trust is deliberate, observable, and repeatable.
DREIESKIVA|Roald Kvam 
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