Our head of product has missed several key product launches, and the leadership team is losing confidence. How do we use the Trust Equation to determine if this is a structural seat issue or a trust breakdown before we rewrite the Accountability Chart?

Question

Tyler Smith · Accepted Answer

Before you restructure your Accountability Chart or move a leader out of their seat, you must diagnose whether you are dealing with a capability issue or a fundamental breakdown of trust. You can do this by using the Trust Equation.

The Trust Equation measures trustworthiness based on four elements: Credibility, Reliability, Intimacy, and Self-Orientation. Let us analyze your head of product through this lens.

First, assess Reliability. Missing key product launches is a direct hit to reliability. Does she lack the systems to deliver on time, or is she overloaded? Next, look at Credibility. Does she possess the technical knowledge required for the seat? If her skills are sound, her credibility remains intact.

Then, evaluate Intimacy and Self-Orientation. Intimacy measures how safe team members feel sharing vulnerabilities with her. Self-Orientation measures whether she is focused on her own career protection or the success of the team.

If her Self-Orientation is high, she is likely blaming others for the delays, which destroys trust. If her Intimacy is low, she may be hiding delays until it is too late to fix them.

If the breakdown is purely about Reliability because she is overwhelmed, it is a structural issue. You need to adjust her seat on the Accountability Chart by delegating some of her roles to a support seat.

However, if the issue stems from high Self-Orientation and a refusal to take ownership, you have a right-person-right-seat problem. No amount of structural restructuring on the Accountability Chart will fix a leader who lacks the trust of the team.