Uncategorized

A daily discipline behind performance, momentum, and measurable trust.

At the heart of our Daily Edge system is a deceptively simple tool that leaders return to again and again: the Difference-Making Actions (DMA) tool. 

It’s one of our most widely adopted trust tools, featured in our writing on Clarity, integrated into our Daily Edge system, and a favorite among leaders and teams who want to see daily progress on goals.

So why revisit it?

Because right now, all around this country and the world, people (and teams and companies) struggle with indecision, procrastination, and feeling stuck. They set the same goals over and over, and fail to make progress. 

At its core, the DMA tool is a (very) simple system for getting the right things done. But what it actually helps you do—create priorities, make proactive decisions, build steam—has far greater implications for transforming productivity. It can address

• Misalignment and miscommunication
• Complacent cultures
• Underwhelming or sluggish performance
• Negative self-image
• Mistrust

Contrary to common thinking, procrastination isn’t a time management issue. It’s a trust issue. One that reflects the confidence in your ability to make the right decisions and take the right actions in the right order—and one that has expansive ramifications on your impact as an individual, a team, and a company.

And this tool gets right to the heart of it.

The Backstory and the Basics

One day in 1918, Charles Schwab—then president of the small-but-scaling Bethlehem Steel Company—invited productivity consultant Ivy Lee to meet with his executives. Lee promised he could increase their productivity in just 15 minutes.

His advice was simple:

1. At the end of each workday, write down the six most important things you need to accomplish tomorrow.

2. Rank them in order of importance.

3. Tomorrow, start with #1. Don’t move to #2 until #1 is complete.

4. Continue through the list.

5. Any unfinished items move to the next day’s list.

When Schwab asked about Lee’s fee, Lee suggested he try the method for a few months and pay what he thought it was worth. Schwab later sent Lee a $25,000 check (equivalent to over $576,000 in buying power today), calling it the most profitable lesson he’d ever learned. Bethlehem Steel went on to become one of the largest steel producers in the world.

That deceptively simple framework became a foundational practice for leaders, entrepreneurs, and industry magnates from Napoleon Hill to Warren Buffett.

Our DMA tool builds on Lee’s original with some important distinctions:

Rather than a generic task list, Difference-Making Actions are laser-focused on your current, most important goal. You identify five productive actions will directly advance your progress toward that goal. 

And then you do AT LEAST ONE before you do anything else.

We recommend writing them first thing in the morning, with the goal of crossing off the first time by noon. Because productivity isn’t just about getting more done. It’s about making better decisions, and taking smarter actions, and making progress you (and others) can see and feel.

Trusting Results: Why the DMA Tool Works

The DMA tool may look like a productivity hack. But it’s actually a trust-enhancing mechanism, and one that works both internally and externally. 

Because who you are is defined by what you consistently decide—and reliably do. 

When you make regular, intentional progress toward what matters most, you create the results necessary for building credibility and becoming a person others can count on. 

Overcome procrastination inertia.

Many overwhelmed high-performers confuse motion with momentum. The DMA tool draws a direct line between intention and output, so your energy goes toward what actually moves the needle.

It disrupts delay by demanding a simple, but time-sensitive decision: What’s the one thing you’ll complete today that will move you a step closer to your goal?

Try this: When you’re stuck, start with a list of DMAs that take less than 30 minutes each to complete. Include a clear outcome that is entirely dependent on you. Example: “Make 5 sales calls” is in your hands. “Talk to 5 people” isn’t because they may not pick up.

Reduce cognitive load.

Psychologists call it decision fatigue—the mental and emotional strain that comes from making too many decisions. The more choices a person makes, the harder it becomes to make good choices, especially as the day wears on. (This is why “What’s for supper?” is often met with an exasperated sigh…and a pizza order.)

DMAs shrink your mental to-do list by tapping into your brain when it’s sharpest. Like healthy habits put success on autopilot, practicing DMAs frees up your brain to focus on completing the task at hand—not deciding what task to do.

And that’s huge.

Try this: Write your list as the very first thing you do in the morning, when your decision-making power is the strongest. Begin by reviewing the list from the day before. What critical task needs to be repeated? What carries over? What progress would feel like a major win? 

Reinforce your ideal identity.

Confidence comes from keeping promises—to others and yourself. Each completed DMA is evidence: I follow through. I finish what I start. I’m effective at what I do. That identity becomes the foundation for trust-driven performance.

One early team member at the Trust Edge Leadership Institute filled his cubicle walls with Post-it Notes—one for every DMA he completed. In just three months, he had nearly 60 visible, tangible examples of how he had moved the organization forward. Those notes weren’t just a record of what got done. They were proof of who he was becoming.

Try this: Keep your list visible. Whether it’s a sticky note on your desk for each item or a recurring task in your calendar, making your actions visible helps reinforce identity and accountability. If you tend to delete and move on quickly, consider how you can document progress to remind yourself—and others—what you’ve contributed.

Make performance predictable.

High-trust teams are built on reliable contribution—not occasional brilliance. When people know what to expect from you, trust grows.

DMAs create a daily rhythm of action and results. They also serve as visible signals of your priorities—which helps others align with your goals, collaborate more efficiently, and eliminate confusion.

Try this: Share your top DMA with your team or an accountability partner at the start of the day. Invite them to do the same—and check in at the end of the day to celebrate what was accomplished.

Make the Trust Move

The DMA tool reinforces that, in its strongest definition, trust is an action verb. 

This isn’t just about getting things done. It’s about making meaningful, measurable moves that creates and contributes to trust—day by day, decision by decision.

As the leading voice on trust, David Horsager helps leaders and organizations transform the way they connect, communicate, and perform. His keynotes, workshops, and Trust Edge Certification programs are designed to reinforce real trust—and real results. Want to bring this message to your event or team? Let’s talk.

Need a refresher on the other Trust Pillars?

•  Read about Clarity and the How-How-How Tool
•  Explore Consistency and the Habit Change Tool
•  Strengthen Commitment through the Six-Step Accountability Framework

In a world that feels increasingly disconnected, the right questions—and a willingness to listen—can bring people, solutions, and better results closer than ever.

What if the solution to your biggest challenges—at work or at home—wasn’t an answer at all, but a question?

Not a dodge. Not a delay. But one of the most underused—and highest-return—strategies we have: genuine, curiosity-led conversations.

Right now, leaders are navigating challenges that seem more complex by the day:

• Team misalignment and siloed communication
• Burnout and disengagement
• Resistance to change and technology
• Lack of buy-in or clarity
• Missed deadlines and surface-level collaboration

And while there’s no silver bullet, I’ve always been told this: if you want better answers, you need to ask better questions.

Questions that make people feel seen. Questions that turn insight into action. Ones that shift conversations from transactional to transformational. 

Because while this post is about connection at its core, it’s not just about fighting loneliness. 

It’s about unlocking one of the strongest assets every company, community, and family has—each other.

Why You Should Question Real Connections

One of the best pieces of advice I ever received came from a mentor, Patricia Fripp. She said, “The key to connection is conversation. The key to conversation is questions.” I’ve seen that play out time and time again.

Whether I’m leading a workshop, sitting down with an executive team before delivering a keynote, or having dinner with my family—asking the right question changes everything. 

But what makes a question “right”?

At the heart of every strong relationship—at work, at home, in life—is the feeling of being truly seen and heard. Great questions do that. They challenge assumptions and disrupt stale patterns. 

They show we care enough to slow down, truly listen, and stay open to a perspective or answer we didn’t already have packaged and ready to go.

That kind of curiosity isn’t soft. It’s strategic. It leads to better decisions, stronger teams, and more meaningful progress. In a world where everyone’s rushing to offer answers, the people who pause to ask a thoughtful question stand out—and build trust faster.

In my experience, questions fall into two categories: Discovery Questions and Solution Questions. Each plays a critical role in deepening connection and moving things forward.

Let’s start with Discovery.

Discovery Questions: Build the Bridge Before You Cross It

Before you can solve a problem, you have to understand it. And before you can lead someone, you have to see them. 

That’s where Discovery Questions come in.

These are the kinds of questions that uncover someone’s perspective, hopes, frustrations, or unspoken expectations. They’re not about fixing. They’re about finding. About exploring the deeper context behind what’s working, what’s not, and what someone really wants to see happen next.

I use these in nearly every setting—coaching calls, one-on-ones, team offsites, even casual conversations. Because they are the key that unlocks connection, credibility, and trust. 

When people feel heard, they open up. When they open up, they invest. And when they invest, your collaboration gets stronger, faster, and more aligned.

Here are a few Discovery Questions I keep in my back pocket:

• What would a home run look like on this project?
  
• What’s your biggest worry right now?
  
• What are you loving about this process?
  
• What’s your biggest hope for this new initiative?
  
• What’s something you wish more people asked you about?

Use these to explore: values, motivations, fears, expectations, goals, and context. Think of them as relationship-deepening questions—open-ended, reflective, and often beginning with what or how.

While they can lead to rich insights, “why” questions often feel confrontational—especially in high-stakes or emotionally charged settings. They ask people to justify themselves, which can trigger defensiveness—especially if they don’t know or understand the actual cause.

They also tend to require deeper reasoning and emotional excavation, which takes time and psychological safety—not always realistic in fast-paced conversations. 

You’ll often get better results by leading with what or how, which invite clarity without putting someone on the defensive. For example:

• Instead of “Why did you do it that way?” → try “What led you to approach it that way?”
  
• Instead of “Why isn’t this working?” → try “What’s getting in the way right now?”

These questions don’t just gather facts—they help people feel safe enough to share what’s beneath the facts. That’s where real trust starts to form.

A word of caution here: don’t ask what you’re not willing to truly listen to. Discovery is only powerful when it’s paired with attention. The goal isn’t to be interesting—it’s to be interested.

Once you’ve listened—really listened—the next step is helping people move forward. That’s where Solution Questions come in.

Solution Questions: Turn Insight Into Action

Where Discovery Questions help you uncover the landscape, Solution Questions help you chart the path. They take what you’ve heard and begin to translate it into progress: a decision, a direction, a next step.

The shift here is subtle but significant. You’re no longer just understanding—you’re helping to activate, challenge, and grow. And when done with humility and clarity, this is where the magic happens.

Here are a few Solution Questions I often partner with my Discovery questions above.

• Who needs to be included on this project to hit that home run?
  
• What’s the first thing we could do to alleviate that concern?
  
• How could we leverage what’s working to overcome what’s not?
  
• How can we start to get buy-in for that next initiative?
  
• What does a meaningful “next step” look like for you?

Use these to generate momentum: to help people consider actions, clarify roles, make decisions, or co-create next steps. These questions assume forward movement—but leave room for the other person to shape how that happens.

These questions are still rooted in curiosity—but they carry momentum. They take the conversation from awareness to alignment and from understanding to ownership.

One quick note of caution: A trap I’ve seen leaders fall into is lingering too long in the discovery phase. It’s safer. It’s non-confrontational. And it can also wear everyone out and erode morale and trust in the process. 

If your goal is real trust and real results—not just comfort—then it means helping people move through uncertainty, not just sit with it. As I say in my book, “It can be a delicate navigation, but knowing when it’s time to move from the mud to the highway is the leader’s job.”

Use the above questions, and others like them, to help you put a strong hand on the wheel.

Real Connection Starts with Real Questions

At a time when people are moving fast, making assumptions, and struggling to feel seen—connection isn’t a luxury. It’s a leadership imperative.

And the fastest way to deepen that connection isn’t a team offsite or a perfect personality profile. It’s a well-placed question, asked with genuine curiosity and a willingness to truly listen.

Because the truth is: people don’t just want to be fixed. They want to be heard. They want to feel like their thoughts matter, their concerns are valid, and their ideas are part of the solution. The right questions unlock all of that—and turn your conversations into catalysts.

So before your next team meeting, coaching session, or coffee with a colleague, don’t prep a speech.

Prep a question.

And then listen like it’s your job. Because it is.

As the leading voice on trust, David Horsager helps leaders and organizations transform the way they connect, communicate, and perform. His keynotes, workshops, and Trust Edge Certification programs are designed to build real trust—and real results. Want to bring this message to your event or team? Let’s talk.

Trust continues to be built on distinctly human expertise, creativity, and growth

I hear versions of this everywhere—especially during my keynotes and workshops. Not “Will AI impact my role?” but “How much—and how soon?”

• Emerging professionals are realizing the career paths they were aiming for may no longer exist in the same form. 
• Managers wonder if their decisions are quietly being second-guessed by a bot.
• Seasoned experts with decades of experience are suddenly questioning whether what they offer is still unique—or already replaceable.

AI is changing the way we work, the way our work is perceived, and what it means to be competent. 

But it hasn’t changed what it means to be trusted.

Trust can’t be “artificially intelligenced”

True trust is no longer implied by title—it’s earned through traction. It flows to the people who stay ready, relevant, and reliably two (or ten) steps ahead. It belongs to those who continue to show—not just say—that they’re growing, adapting, and able to lead through uncertainty.  

This isn’t just about having the most knowledge—it’s about having the clarity, confidence, and discernment to understand what matters and what to do with it.

In a world increasingly run by algorithms, the trust pillar of human competency—critical thinking, creativity, curious compassion, adaptability—isn’t obsolete. 

It’s more critical than ever.

Competency: A Trust Pillar—and a Growth Mindset

When we say someone is competent, we’re not just describing their skill—we’re affirming their trustworthiness. 

Competency inspires trust because it essentially says: You know what you’re doing—and I believe you can help me get where I need to go. 

It’s a relational currency. We don’t place our confidence in the person who claims to know everything. We trust the one who’s been there, who can see a few steps further down the path than we can, and who has the results to prove it.

That’s why you don’t need to be a world-class expert to earn trust. Competency isn’t about having all the answers. It’s about demonstrating that you’re committed to staying sharp, solving problems, and showing up equipped. It also means being able to recognize where others have gaps—and guiding them forward with humility and insight.

It’s also about staying open to what you don’t know. Because ironically, it’s the pursuit of mastery—not the illusion of having arrived—that makes you a reliable source of information, guidance, and encouragement.

In other words, if others can rely on your judgment, your process, or your steady growth, they’ll rely on you.

The AI Dilemma: Trusting the Tool vs. Trusting the Thinking

AI can write copy, analyze trends, crunch code, and even offer relationship advice—but it can’t empathize, take responsibility, or be held to real-world consequences.

That’s why even as AI continues to evolve, we don’t trust it. We trust the people who know how to use it wisely (or who continue to operate well without it).

Competency in today’s world includes more than technical skill. It includes judgment. Discernment. Ethical thinking. Creativity. These are things no machine can replicate—not in a way that builds real trust.

Being competent now means knowing:

• What to delegate to a system
• What to own as your human edge
• What to question before accepting as truth

AI may be faster. But trust favors those who are thoughtful.

If you blindly accept what’s generated, you lose credibility. If you interrogate the results, refine them, apply them with nuance—you become the kind of leader others want to follow.

No matter how advanced the tools become, people seek humans they can rely on—especially those who think clearly, ask better questions, and make smarter calls when it matters most.

Input = Output: Real Coding for Trust.

In a world obsessed with automation, it’s tempting to think trust can be streamlined too. But while you can’t automate trust, you can create conditions where it grows most effectively.

That’s what the principle of Input = Output (Trust Tool #16 in my latest book) captures: a kind of trust code. It’s not a shortcut—it’s a pattern.

The people we trust—the ones who feel grounded, capable, and just a step ahead—aren’t running on luck. They’ve made a habit of putting the right things in and giving the right things out.

• Constant and fresh learning
• Honest feedback and accountability
• Stretch opportunities and challenges
• Courage to apply

Competency doesn’t appear overnight—it’s built by what you consistently take in, practice, and apply. If you want to contribute more value, make better decisions, or earn deeper trust, you have to start with better inputs.

Start by asking yourself:

• How am I truly unique—and how can I double-down on that differentiator?
• Where am I already one step ahead—and how can I bring someone with me?
• What knowledge or skill do I have that can’t be easily automated or outsourced?
• Who already trusts me—and how can I keep earning that trust through what I learn next?

Remember, competency doesn’t require mastery. It requires motion—the kind that’s visible, valuable, and rooted in purpose.

Trust Grows Where You Grow

In a world where change is constant—AI advances, roles evolve, and industries shift—the surest way to stay ahead is to keep growing and moving forward.

If you’re an individual looking to become a sought-after expert, it starts with investing in your own learning. If you’re leading a team or company, it starts with creating a culture where personal and professional development isn’t an afterthought—it’s an expectation.

It’s not just about funding training programs or offering courses (though those matter). It’s about encouraging curiosity. Making time for reflection. Rewarding initiative. Equipping people not just with new skills, but with the confidence that comes from knowing I can handle what comes next.

Because in the end, competency isn’t just about what you know—it’s about who you become through learning. It’s as much a mindset as it is a skill set. And when you cultivate it, you don’t just make yourself more capable—you make everyone around you feel more secure, supported, and ready to rise.

The more confident competency is shared, the more innovation, creativity, productivity, and success are possible.

That’s the quiet power of true competency: It doesn’t just build trust. It builds everything.

As the leading authority on trust, David Horsager helps leaders turn competency into confident action and outcomes. His keynotes and custom workshops are trusted by global brands to deepen connection, drive accountability, and build cultures of character. He’s also the creator of the Trust Edge Certification, equipping leaders and teams to apply the 8 Pillars of Trust in practical, high-impact ways across teams and organizations.

Leading with character comes down to a single decision.

Early in my career, I watched a leader repeatedly ignore behavior that contradicted the values they claimed to stand for. Over time, no one believed the mission statement anymore—not because it wasn’t well-written, but because it wasn’t well-lived.

What we tolerate becomes what we teach. The habits no one sees define the reputation everyone remembers.

You can be clear.

You can be consistent.

You can even be incredibly compassionate.

But if people don’t trust your character—the person you are when no one is watching—none of those things will matter.

In my years of researching and teaching trust, “character” is the pillar people often assume they have covered. But when things go sideways—or success starts to scale—character is what determines whether you stay grounded or lose the very trust you’ve worked so hard to forge.

Character Is Hard To Define—But We Know It When We See It

When I taught Ethics at a local university, I had students from all kinds of backgrounds—different belief systems, cultures, political views. And yet, when we broke down character into behaviors and values, we discovered something remarkable:

Most of us could agree on what good character looks like.

We all want honesty. Fairness. Integrity. Courage. Humility.

We all want people who take responsibility, tell the truth, and keep their word.

So why is it so hard to put character into practice in our day-to-day lives?

Because life moves fast. Decisions get complex. And companies and cultures often incentivize the wrong behaviors. As my students soon discovered in the class, living and leading with character is often the easiest—and the hardest—things you’ll ever do. (More on this below.)

As a Leader, You’re Teaching Character—Whether You Mean To or Not

If you lead a team, you’re shaping the culture every day—whether you’re aware of it or not. It always comes down to:

• What you reward

• What you tolerate

• What you laugh at, ignore, or celebrate.

All of these behaviors and decisions speak louder than any vision or mission statement on the wall. Think about your last few interactions with your team. Are you reinforcing character—or accidentally rewarding shortcuts, silence, or ego?

The Habit of Good Character

Culture and character are formed in the same way—through repeated behaviors and decisions. Those behaviors become habits. And over time, those habits shape outcomes, trust, and identity.

Your character isn’t proven in a single moment. It’s revealed through hundreds of small choices you make every day—especially when no one’s watching.

That’s why trust breaks down slowly, then suddenly.

And while clarity and compassion shape what you do and how you do it, character defines who you are while doing it.

Trust Tool #13: How to Turn Core Values Into Daily Decisions

In my book Trust Matters More Than Ever, I share 40 proven tools to create and strengthen trust. Today, I want to share one of my favorites—Decision-Making Values—because character-driven decisions aren’t just the right choices. They’re also the smartest and fastest.

When your values are clear and active, they serve as a filter for everything. Hiring, business strategy, spending, feedback, and even personal priorities are all determined by our values. They save time, reduce friction, and keep your culture strong—even in times of pressure or uncertainty.

But values only work if you know what they are—and how to use them. 

Here’s how to start:

Step 1: Choose 3–5 core values that define who you are at your best.

In this step, I want you to list the values you’d want someone to use when introducing or describing you to others. Ask yourself:

• What traits do I admire most in others and strive to model myself?
• What priorities or decisions feel non-negotiable to me?
• What behaviors make me feel confident in my relationships?
• What would I want people to say about me when I’m not in the room?

Hint: Switching these questions to the negative can also spark some clues as to what’s important to you. For example, ask yourself, “What would be the worst thing someone could say about me?”

Once you name your values, you’ll have a clearer sense of where you stand—and where you may need to grow. 

Step 2: Turn each value into a phrase you can live by.

Let’s say you chose honesty as one of your values in the above step. What does that actually look like in action? Turn that word into a phrase you can live by.

• “I tell the truth, even when it’s uncomfortable.”
• “I don’t make promises I can’t keep.”
• “I own my mistakes and learn from them.”

Here’s something incredible: If you are currently living outside your values, you can course correct at any time. 

Whether it’s who you are or who you want to be, write it down—decide now that you will use it to make better, more aligned decisions moving forward. I call this “pre-deciding”—and it’s the easiest way to address decisions and behaviors that could be mired down in complications. And it’s the best way to live a proactive, values-driven life. 

Step 3: Live and decide by your values.

When faced with a decision, ask yourself:

• Am I honoring what matters most to me?
• What example is this setting for my team, my family, or my clients?
• How will this benefit everyone involved?

I once coached a high-level executive who struggled with overcommitment. They wanted to be seen as dependable, but kept missing deadlines and burning out. After identifying “integrity” as a core value, they adopted this phrase: “I don’t make promises I can’t keep.”

It changed everything—from how they scheduled meetings to how they responded to requests. Saying “no” wasn’t failure anymore. It was a form of integrity.

Once you identify three to five phrases you can live and decide by, keep practicing them.  Soon they will stop being reminders and start becoming your reputation—and it’s one you can be proud of.

Want to Be Trusted? Start Trusting Yourself To Live with Character.

When I first started delivering keynotes, I was thrilled to share the stage with some big-name speakers. But behind the scenes, I quickly realized something disheartening—some of them were completely different people when the mic was off.

They didn’t have character. They were playing one.

That experience led my team to adopt one of our core decision-making phrases:

“Same off-stage as on-stage.”

It’s not always easy, but it’s always worth it. Because you don’t need a perfect past or flawless performance to be a person of character.

You need clarity—because it’s easy to be blind to our inconsistencies.

You need accountability—because pressure exposes gaps we can’t always see.

And you need compassion—because we all need people who love us enough to tell us the truth.

The leaders we trust most don’t just show up when it’s easy. They show up the same way when it’s hard. They make decisions that reflect their values. They model the culture they want to create. And they build character, one choice at a time.

As the leading authority on trust, David Horsager helps leaders turn values into action and outcomes. Book a keynote or custom workshop that is proven to deepen connection, drive accountability, and build cultures of character. 

Need a refresher on the other Pillars of Trust?

• Explore Consistency and the Habit Change Tool
• Strengthen Commitment through the Six-Step Accountability Framework
• Revive Compassion through the SPA Method. 

And too important to ignore.

Before I step on stage—even after decades of doing this—there’s still a bit of nervous energy. Every audience is different. Every room carries a new set of expectations. Every stage offers a new wild card.

But in those moments, I hear the same steady words from my wife, Lisa:

“Just love them. They can tell when you love them.”

That advice grounds me. Because no matter how sharp the content or how polished the message, people know when you genuinely care. They can feel it. And when they do, trust begins to take shape.

Because people won’t trust you if they don’t see that you care beyond yourself.

Compassion Is More Than Kindness. It’s a Commitment.

There’s a common misconception in business that compassion is just a soft skill—or something that only applies to customer service. But I’ve seen firsthand that the most trusted organizations are the ones where compassion runs through every layer, from leadership to frontline teams.

Here’s the truth:

• If employees don’t feel cared for, compassion never reaches the other side of the register.
• If team members don’t feel seen, they stop showing up.
• If people don’t believe you care beyond yourself, they won’t trust you to uphold your commitments, be accountable, or lead them through difficulty.

Because people won’t stay committed to someone who only cares when it’s convenient. And they definitely won’t perform at their best if they feel like just another cog in the system.

In last month’s blog, I talked about commitment and accountability—how too much pressure can feel like micromanagement, and too little creates chaos. But there’s one thing that can hold accountability together in a healthy, trust-filled way: compassion.

When people know you care—really care—they’re more willing to hear hard feedback, stay the course during challenges, and take ownership even when it’s uncomfortable. Compassion doesn’t mean coddling. It means creating an environment where people know you have their back—and expect their best.

Want to Show You Care? Take Them to the SPA.

And no, I don’t mean the relaxing kind with cucumber water and a massage table. This one’s a little easier to get to—and make time for.

One of the most effective ways to show compassion in leadership is through authentic appreciation. Not the generic “Good job!” or the occasional team lunch—but real, thoughtful acknowledgment that shows others how much they matter.

That’s why I teach what we call the SPA Method for appreciation. It’s a simple three-step check you can apply anytime you want to recognize someone:

S – Specific

Generic praise doesn’t land. Be clear about what they did and why it mattered.

Instead of just saying “Thanks for your help,” try:

“Thanks for staying late to fix the report before our client call. That extra effort helped us keep the project on track.”

Or: “I appreciate the way you see things in a way I don’t—especially when it comes to implementation. We are a better team because of what you bring to the table.”

When we share the details, we reinforce clarity, consistency, and capability—all essential pillars of trust.

P – Personal

Tailor your appreciation to the person. What motivates them? What kind of recognition means something to them?

For someone who values growth, you might send a book tied to a recent accomplishment.

For someone private, a handwritten note goes a long way.

For someone who hasn’t been recognized in a while, a public moment of genuine praise can go further than you think.

Whenever possible, make it personal. Recognition hits differently when people feel seen—not just acknowledged.

A – Authentic

Most importantly, mean it. Appreciation that feels forced or performative can do more harm than good. Take a breath. Reflect on what they truly contributed—and why you’re grateful for it.

Being authentic is just as much about presence as it is about praise. It’s showing someone they matter enough for you to pay attention.

It doesn’t have to be grand. It just has to be real. Because people always know the difference.

So the next time you’re tempted to rush past appreciation, ask yourself:

• Have I been specific in my feedback?
• Have I made it personal to the person receiving it?
• Have I authentically shown that they’re valued, not just for what they did, but for who they are?

Compassion is Contagious—Let’s Keep It Going

This practice of appreciation doesn’t just improve morale. It creates a culture where people know they matter—where compassion is not reserved for good days or top performers, but becomes part of how the team operates—daily, intentionally, and authentically.

When people feel well cared for, they care well beyond themselves. That’s how trust spreads—within teams, across departments, and all the way out to customers and communities.Because when it comes to compassion, a little goes a long way—and it always goes further than you think.

As the leading authority on trust, David Horsager helps leaders turn compassion into real performance gains. His keynotes and workshops deliver practical tools that deepen connection, drive accountability, and strengthen culture.

As the leading authority on trust, David Horsager helps leaders turn compassion into real performance gains. His keynotes and workshops deliver practical tools that deepen connection, drive accountability, and strengthen culture.

Are you someone who keeps their promises? Prove it.

Early in my career, when I was leading at KLIFE Ministries, I fell into a tough realization: We weren’t getting the results our team—and those we served—deserved.

I had a dedicated team. They worked hard, they cared deeply, and they showed up every day. But something wasn’t clicking. Our progress stalled, frustration grew, and despite our best efforts, we weren’t making the kind of impact we knew we could.

So, I did what every leader should do in moments like this: I took a hard look in the mirror. Instead of blaming circumstances or outside forces, I asked myself, What am I doing—or not doing—that’s getting in the way of my team’s success?

That period of reflection reshaped the way I lead. I renewed my commitment to improving my leadership and serving my team in a way that removed roadblocks, clarified expectations, and reinforced accountability—not through micromanagement, but through clear, structured follow-through.

That’s the thing about commitment. It’s not just about setting goals—it’s about proving, every day, that you’ll follow through.

And the best way to do that? Accountability.

Without accountability, commitment becomes wishful thinking. Too much, and it turns into micromanagement. Too little, and nothing changes. The right balance creates trust, ownership, and results.

In this blog, I’m breaking down the Six-Step Accountability Framework, a practical process for reinforcing commitment—without over-managing your team or getting stuck in endless excuses.

Commitment isn’t just about making a promise. It’s about proving, over time, that you’ll do what it takes to keep it. It’s what separates good intentions from real actions and real results. 

Accountability: The Missing Link in Disengaged Workplaces.

Organizations worldwide talk a good game about accountability, but in practice, it’s one of the most significant gaps I see when I’m asked to speak and facilitate. Leaders know it’s essential, yet they either avoid it entirely or weaponize it into micromanagement. Both backfire into disengagement.

I once worked with a leader who had eight direct reports. Seven were engaged, reliable team players. But one? He consistently showed up late, turned in poor work, and had a bad attitude. You’d think his teammates would have been frustrated with him. But when they finally voiced their concerns, their frustration wasn’t directed at him—it was at their leader.

Why? Because by failing to hold one person accountable, no one was really being held accountable.

When accountability is lacking, trust erodes—not just between a leader and an underperforming employee but across the entire team. The message becomes clear: commitment doesn’t really matter here. When that happens, the team culture suffers.

Accountability shouldn’t feel like poisonous micromanagement that strips people of autonomy, nor should it be so lax that people feel like they can get away with anything. Healthy accountability is a sign of commitment—both to the work and to each other. And the best way to establish it? A simple, structured framework.

The Six-Step Accountability Framework

Accountability isn’t about control—it’s about alignment. It’s about ensuring that when commitments are made, they lead to results. (Note: This is where clarity and consistency come into play.

When people are clear on expectations and consistent in their execution, accountability becomes a natural part of the process. It’s not a punishment—it’s a reinforcement of trust. And when you add another key trust pillar—compassion—you create accountability that is effective and empowering.

Use this Six-Step Accountability Framework in one-on-one conversations to ensure commitments don’t just stay promises—they turn into action.

1. Set a Clear Goal. Be specific. What needs to be accomplished? Why does it matter—and why is the person in front of you the perfect person to do it?
2. Acknowledge a Clear Ability. If you’re going to hold someone accountable, ensure they have the right skills, resources, and authority. Otherwise, you’re setting them up to fail. 
3. Define a Clear Success Metric. How will you know the goal is achieved—or when to shift gears? Define measurable progress markers, timelines, and key outcomes. 
4. Create a Clear Check-In Rhythm. Decide in advance how progress will be tracked. Will there be weekly meetings? Monthly reports? Set a cadence that reinforces progress.
5. Connect to Clear Consequences. What happens when commitments are met—and what happens when they aren’t? This could be rewards, recognition, or course correction. Make sure expectations are clear upfront—and that it’s just as clear you believe they can do it.
6. Gauge Clear Commitment. Ask, “On a scale of 1–10, how committed are you to this goal?” Encourage an honest answer and discuss why. Their response will reveal any hesitations or roadblocks that need to be addressed. 

This framework ensures that commitment isn’t assumed—it’s reinforced. It takes the guesswork out of accountability and creates a structured way to track follow-through without micromanaging.

Commitment isn’t promised. It’s proven.

On a scale of 1–10, how committed are you to building and strengthening trust in your relationships, organization, and performance?

If your answer isn’t a confident 10, you’re not alone. Commitment isn’t just about wanting something—it’s about consistently showing up, following through, and accomplishing goals even when it’s hard. And if commitment feels like a struggle, it’s often because something is missing.

Ask yourself:

✅ Are my habits working for me—or against me?

✅ Am I 100% clear on what I want and what I’m doing?

✅ Do I truly care about the impact I’m making on others?

If any of these are shaky, commitment will always feel like an uphill battle. But the good news? Trust can be built, and commitment can be strengthened—when you have the right tools and fuels in place.

Start with clarity. Build with consistency. Reinforce it with compassion. Never forget that trust isn’t built with words—it’s built with action. Commit to that next step—and then keep taking it.

Want to build stronger trust?

• If you need more support in building clarity, check out my blog on The How-How-How Tool.
• If you want to reinforce consistency, The Habit Change Tool is a great place to start.

Trust isn’t built in a day. It’s built every day.

Imagine walking into your favorite coffee shop, eager for your usual morning brew.

Today, however, it feels a little different. The coffee tastes off, the service is sluggish, and the barista seems distracted. The whole experience leaves a bitter taste, both literally and metaphorically.

Just as a dependable cup of coffee fuels customer loyalty, consistent actions, and behaviors are fundamental in building trust within teams, families, and organizations. While grand gestures and dramatic changes often capture attention, it’s the steady, reliable routines—the “boring” aspects—that truly establish and reinforce trust over time.

Repeatable Results

When I talk to teams and organizations about building trust, I tell them that ‘consistency’ is a big word for the dependable routines that define our days—and by extension, who we are and what we represent.

Consider how two specific mornings can set the stage for the day:

• Ty’s Morning: Ty starts each day with a brisk walk with his wife and a quick yet nutritious breakfast. He launches into his day with mental clarity and focus, reinforcing his commitment to prioritizing his health and family (something he’s working on).
  
• Sherry’s Morning: In contrast, Sherry wakes up and immediately checks her emails and her social scroll, feeling stressed and overwhelmed before her feet even touch the floor. She’s been in “react” mode for months and can’t figure out why. Isn’t there a reset button somewhere?

These examples illustrate that the habits we cultivate each morning significantly influence our daily trajectory, impacting both personal well-being and professional performance.

Habits: The Building Blocks of Trust—And You.

Your consistent behaviors allow those around you to predict—read: trust—how you will react in various situations. Habits do the same thing for YOU. They act as shortcuts for decisions and behaviors—and quickly define your character, for better and for worse. 

If you repeat negative behaviors like neglecting regular exercise, frequently arriving late to meetings, or failing to listen attentively to loved ones, they will define your character as someone who is unreliable, disorganized, and inattentive. 

On the other hand, if positive behaviors are reinforced and repeated—like maintaining a balanced diet, consistently meeting deadlines, and dedicating quality time to family—they will become ingrained in your character, defining you as someone who is disciplined, dependable, and caring. 

All of this is to say that your small daily decisions are not insignificant. These choices become behaviors. Your behaviors become habits. And your habits become your results.

The question becomes—do you want the results you are getting?

Change Your Habits. Change Your Results.

Whether you realize it or not, your habits shape everything—from your productivity and health to how you lead and see the world. And the best part? They aren’t set in stone. You can change them at any time to fuel and create better outcomes.

I love the Habit Change Tool (#35 in my latest book) for this purpose. It offers a series of questions designed to unlock the self-awareness needed to shift habits—and put better results on autopilot. 

Here are five of those questions to kickstart new results in your day, your leadership, and your life.

What habit do I want to change?
Be specific. Identify the singular action you are currently taking that works against the results you want. For instance, do you feel like Sherry in the example above? (Need help on getting clear? Last month’s blog will tell you how.)

How will I benefit from changing?
To make changes permanent, they need to feel good. Reflect on both immediate and long-term positive gains. In this example, starting your day by acting in the direction of your goals (instead of reacting to the world) can give you a sense of power and control over your surroundings. And healthy choices—like exercising, meditating, or eating a nutritious meal—provide a ton more benefits!

What pain will I face from NOT changing?
In the same way, consider the drawbacks of maintaining your current habit. Continuing to focus on what you can’t control might result in persistent fatigue, irritability, and potential health issues over time. Do you really want to wake up like that tomorrow?

What am I replacing this habit with?
It’s essential to have a powerful, new approach to take the place of your former behavior. Without a replacement, old habits creep back in. So, what can you do instead of reaching for your phone in the morning?

What resources or help do I need to fuel this habit?
First, look at your surroundings—your environment can make a huge difference. If you want to break a habit, make it harder to do. If you want to build a habit, make it easy and obvious. 

For instance:

• Use a physical alarm clock to eliminate the temptation of checking emails first thing in the morning.
• If you have to use your phone as your alarm clock, label it with your goal like “Exercise Before Inbox!” so it flashes a reminder as soon as you wake up.
• Move your phone across the room, and put a glass of water where your phone used to be to reinforce a new healthier habit.

By thoughtfully addressing these questions, you pave the way for meaningful and lasting habit change. And it’s as simple as making the same new choice, every time. 

Habits Shape More Than You Think—Without Thinking

Our daily habits extend beyond personal routines; they profoundly influence our leadership styles, team dynamics, and overall organizational culture. Consistent behaviors—both positive and negative—set the tone for how teams operate and interact.

Habits put our culture and character on autopilot. They determine our reactions, responses, reality—and ultimately, our reputation. Building trust within your organization requires habits that reflect reliability, integrity, and respect—timely meetings, transparency, boundaries, deadline adherence, and accountability all set a reliable and reciprocal tone for performance.

Remember, trust is not built in a day; it’s built every single day. If you want better results, examine the small actions contributing to your current outcomes and start making deliberate, consistent changes toward what you want. Before you know it, your new habits will become second nature, and as you learn to trust yourself through these changes, you’ll inspire deeper trust in those around you.

Discover the tool that turns goals into growth—with one simple word.

Every January, we promise ourselves transformation. We set resolutions with determination, envisioning a healthier, happier, more successful version of ourselves. But by February, those dreams often feel distant, and the cycle of self-blame begins.

Here’s what I want you to remember. 

Your resolutions didn’t fail because your dreams were too big.

Or because your reasons weren’t strong enough.

Or even because you lacked commitment. 

It’s because you likely missed the final, most critical step in goal-setting: defining and making the first actionable move forward.

Experts often emphasize clarity as “knowing what you want and why you want it”. While those are essential—the WHY gives your goal emotional significance and the WHAT defines the end result—they leave out the most important piece of the puzzle: HOW you’ll get there. 

Without an action plan, the why and what are little more than wishful thinking. To achieve your resolutions—or any goal for that matter—and become the best version of yourself in the process, you need to answer for how.

Turning a figment into the future: The How-How-How tool.

The How How How tool is one of my favorites (so much so that it’s one of my top ten tools of my new book—Page 62) designed to turn dreams into a roadmap. The premise is simple: keep asking how until you’ve defined a specific, actionable step you can take right now. 

 The final “how” must include:

• What you’re doing.
• Where you’re doing it.
• When it’s happening.
• Who is responsible.

This method not only transforms vague aspirations into a roadmap for success—it turns your first step into a giant leap. And who doesn’t love a head start?

Why Clarity Fuels Hope

When you can take immediate action—however small—you shift your focus from wishing to doing. Action builds momentum. Momentum builds results. And results are always awesome. 

That’s the foundation of the “How-How-How” tool. It’s not just about dreaming big; it’s about starting smart.

Here are three examples to this tool in action—and how it can apply to personal, professional, and and even organizational goals.

Example 1: A Personal Goal

Goal: Get healthier this year.

How 1: How will I get healthier?

I’ll take in fewer calories.

How 2: How will I take in fewer calories?

I’ll reduce how much sugar I’m eating and drinking.

How 3: How will I reduce my sugar intake?

I’ll stop drinking soft drinks when I travel, which is a lot.

Today’s Action: I’ll switch to a calorie-free soda alternative or water on every flight, layover, and restaurant—starting now. (Pssst. This one is from the personal archives, folks—after my doctor told me I needed to drop 50 pounds. While it didn’t automatically get me to my goal, it gave me the fuel I needed to make other fantastic health changes—and I’m still going strong!)

Example 2: A Professional Goal

Goal: Get a promotion.

How 1: How will I get a promotion?

I’ll improve my leadership skills.

How 2: How will I improve my leadership skills?

I’ll take on a high-visibility project.

How 3: How will I take on a high-visibility project?

Today’s action: I’ll prepare my talking points for my next one-on-one with my manager, and I’ll ask what projects need a lead and volunteer for one.

Example 3: A Team/Organizational Goal

Goal: Increase team productivity by 20%.

How 1: How will we increase productivity?

We’ll improve communication.

How 2: How will we improve communication?

We’ll establish regular check-ins.

How 3: How will we establish regular check-ins?

Today’s action: I’ll schedule a recurring weekly team meeting starting next monday, draft a working agenda, and send the meeting invite this afternoon.

The Step That Changes Everything

We’ve all been told to dream big, to know our reasons, and to envision success. But the truth is, dreaming alone doesn’t lead to doing. If you’ve struggled to make your resolutions stick, it’s not because you lacked motivation or ambition. It’s likely because you didn’t know the next action step to take—and didn’t take it soon enough..

The “How How How” tool bridges the gap between intention and action. It transforms your why and what into tangible steps, showing you exactly how to move forward. And when you can take immediate action—today, right now—you create the momentum that turns dreams into reality.

So, this year, don’t just set resolutions. Map them. Break them down. Light them up. Define your first action, and start building the future you envision. Clarity isn’t just about knowing what you want; it’s about knowing how to make it happen. Before you know it, you’ll be waking up feeling healthy, vibrant, and ready to take your career and your team to the next level. And how!

Leaders who focus on delivering concrete results will always outshine those who rely on mere promises.

Infomercials claim to deliver tangible results. The Shake Weight promises to tone your arms. The ShamWow soaks up any liquid mess 10 times its weight. The Clapper turns lights on and off with a simple clap of your hands. Often, a host demonstrates how to use the product and late-night TV viewers can see the results for themselves, which is why infomercials are so successful. 

Much like how infomercials offer results, leaders at organizations and businesses also need authentic contributions to build trust. Sure, leaders benefit from having genuine compassion and character. But leaders who deliver real results will win out over those who only deliver empty promises. They also have better relationships with team members, drive revenue, and help others to share in those outcomes.

Six E’s Model to Foster Contribution 

Employees need motivation from leadership teams to make high-quality, meaningful contributions in the workplace. So, if you want to see a change in your organization, it has to start with you. 

Model these six key “E” behaviors firsthand to spark motivation and contributions from your coworkers: 

• Example. Lead with your actions. Demonstrate exactly how you want something completed or what you mean when you say “XYZ.” 
• Expectation. Make sure your colleagues understand what you need from them to support a project. Allow them to ask questions and be prepared to provide clarity if needed. 
• Education. Take the time to instruct your peers so that they can do their job quickly, efficiently, and effectively. Share roles, responsibilities, and supporting documents to onboard new employees and bring them up to speed.
• Encouragement. Affirm contributions made by teammates with genuine enthusiasm and kind words. Uplift others around you. Encourage everyone often. 
• Empower. Ensure that your team has the resources, tools, and your public support to finish a task or project. 
• Extend Trust. Make sure your direct reports know that you trust them to handle the responsibilities you’ve given them. When you increase your trust with others, they’re more likely to make greater, more significant contributions over time. 

When you and other senior leaders actively foster a culture that supports meaningful contributions, as well as a map to get there, employees are more likely to participate and work toward a common goal. This drives the success of your departments, teams, and overall business.

Plant Your Own Seeds  

In a recent Trust Outlook™ study, researchers discovered that when senior leaders are trusted, employees are more willing to share their ideas, opinions, and solutions. They are, in general, more likely to engage with a trusted leader and find ways to make significant contributions.

Just as seeds need water and sunshine to grow in a garden, leaders (that’s you!) need physical, mental, and emotional support to thrive. Check in with yourself — how are you feeling? What are some areas that need improvement? 

Follow the SEEDs Model and make sure you’re getting what you need to grow and cultivate positive contributions at work, at home, and in your community: 

• Sleep. Running on fumes doesn’t help anyone. Prioritize getting 7-9 hours of sleep to improve your cognitive focus, increase energy levels, and balance your mood.
  
• Exercise. Regular strength training, cardio sessions, and walks contribute to your daily health and wellbeing. Make time to contribute to your physical health by exercising 2-4 times per week.
  
• Eat Right. Load up on whole foods, like lean proteins, vegetables, and fruits. Limit processed foods and sugar. You’ll feel better, sleep better, and function better.
  
• Drink Water. Aim to drink half your bodyweight in ounces. For example, a 160-pound person should drink 80 ounces of water daily. This saves calories and makes sure the body stays hydrated.
  
• Source. Establish your biggest motivator for getting the job done. Know your “why” and let it guide you to dig deep to find the energy and focus to complete a project or meet a deadline.
  

Contribution and trust work together. 

Leaders who make consistent contributions inspire employees to do the same. Through a dedication to tangible results, a collaborative work environment, and a culture that fosters success, leaders can build trust, increase productivity, and boost contributions from others. 

Leaders who commit to something beyond themselves create an environment where trust thrives. Our Trust Edge Certification Program gives you access to the tools, training, and community to help you confirm your level of commitment. 

Ready to bridge the trust gap? Schedule a 15-minute discovery call now and become a member of our Trust Edge Certified Partner Directory.

The Essential Role of Competency in Nourishing Resilient, Adaptive Organizations

The most important thing we can learn is how to learn.

If you are still leading the same way you did twenty years ago—or, let’s face it, in today’s fast-changing world, even five years ago—I probably don’t trust you. The nature of change means that mastery of anything is never complete.

People trust competence. Leaders who stay fresh, relevant, and capable are always engaged in learning new ways of doing things and staying current on ideas and trends. Deep knowledge requires humility, curiosity, and perseverance. 

It is a lifelong journey.

And learning is a journey we all want to be on. It’s what is behind the desire to find meaning in your work. People love to increase their competency. The pursuit of mastery is sparked by the very curiosity that makes us human.

Learning People Lead Learning Organizations

There is a connection between leaders engaged in lifelong learning and learning organizations. That connection, when nurtured, creates an inertia for building trust: 75% of employees say they would trust their employers more if they were provided with more training opportunities. 

Our teams need us to pave the way for them to develop and grow. They want their curiosity stimulated and their engagement fed so they can feel and do their best.

Learning organizations equip their people to grow their competency.

And the impact makes for an adaptive, resilient organization. Two-thirds of all employees want to learn more about people skills than technical skills. People are hungry to grow not just in their current roles, but in their future ones. 

When we equip our people effectively, we get a whole lot of wins as leaders: higher engagement, lower attrition, and more consistency throughout the organization. 

How do we build learning organizations, where competency is increasing in our people every single day? We begin within.

Quality In, Quality Out

No formal study program or advanced degree can singularly facilitate the knowledge needed for a lifetime. Continuous learning is ongoing, the only way to be the best version of oneself. 

Most know this to be true, yet many don’t know how to prioritize continued learning—or where to start. 

As with our bodies, so with our minds: input always affects output. Quality nourishment—for body and mind—leads to better health, growth, and learning. Look to people you admire and investigate how they endeavor to stay fresh, relevant, and capable.

Last month we talked about Character and the month before that, Consistency. This sequence is no mistake: doing what is right, even when it is hard, and building habits around those priorities, are the path to greater Competency— and quality output. Below are some suggestions for investing in quality input.

• Read intentionally. Seek nourishing material over fluff or negativity.
• Take classes. Look into company resources and training. 
• Seek feedback. Get free advice. 
• Invest in coaching. Take a deep dive into self-awareness and accelerate growth.
• Join an association. Choose one that aligns with your passions—not just your profession.
• Find a mentor. You’re never too old for fresh perspectives or networking support.

Maybe you aren’t sure exactly what you want to invest in developing. If that’s the case, consider this: What are the most important competencies for today’s leaders? 

Competencies of Resilience

When leaders around the world were asked what they felt the most important leadership competencies were, some important themes emerged. 

These most important leadership competencies aren’t surprising, but none are easy to master. 

At the top of the list? “Demonstrating strong ethics and providing a sense of safety.” This is followed closely by “fostering a sense of connection or belonging” and “empowering others to self-organize.” 

The skills needed to possess these competencies aren’t acquired simply or quickly. They are the result of a quest for lifelong learning and evolutionary growth. They are a combination of Character and Consistency: conscious decisions about who you will become and the inertia behind making it so.

As you continue your quest, here’s a gentle reminder: competency isn’t perfection. In the real world, momentum stops and starts. But even a dead end brings us learning. Almost any great leader will tell you that their biggest mistakes led to their greatest insights. We don’t grow without stumbling from time to time, and we certainly don’t grow in a vacuum. 

We need others—and accountability to them—for us to remain humble lifelong learners and to build learning organizations.

Leaders who demonstrate a strong moral compass through transparency and authenticity create trust with employees and customers. Our Trust Edge Certification Program gives you access to the tools, training, and a thriving community to help you cultivate your character. If you’re ready to bridge the trust gap, schedule a 15-minute discovery call now and become a member of our Trust Edge Certified Partner Directory.