An idea (trust in leadership)

When Colin Powell walked into a room, people felt something change.

It wasn't his four stars or his cabinet title.

It was something more fundamental: complete clarity about who he was and why he led.

Powell wasn't a perfect leader.

His career included both remarkable achievements and significant controversies—particularly surrounding the Iraq War.

Yet his approach to leadership continues to influence military officers, executives, and public servants across the political spectrum.

Why?

Because even those who disagreed with Powell's decisions often respected how he made them.

In his memoir, Powell expressed a belief that resonates with leaders at all levels:

"Leadership ultimately comes down to creating conditions of trust within an organization. Good leaders are people who are trusted by followers."

This insight is transformative for anyone in a leadership position.

Powell's journey from struggling C student to America's most trusted military leader wasn't about natural brilliance.

It was about mastering five principles that create the kind of trust that makes people want to follow you anywhere.

1. Truth Creates Trust

"Tell me what you know. Tell me what you don't know. Then tell me what you think. Always distinguish which is which."

The Story: During Desert Storm planning, Powell gathered his commanders and asked a question most leaders avoid:

"What are we most likely wrong about?"

The silence was uncomfortable until a junior officer spoke up about a supply vulnerability.

Rather than dismissal, Powell elevated the concern, adjusted the strategy, and later credited that moment with saving lives.

Do This Today: In your next three conversations, start by asking:

"What might we be missing here?"

Then wait in silence for at least 10 seconds, even if it feels uncomfortable.

The Leadership Question: Where have I created an environment where people tell me what they think I want to hear rather than what I need to know?

2. Presence Precedes Influence

"Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them."

The Story: As Secretary of State, Powell shocked his security detail by visiting the maintenance staff and cafeteria workers during his first week.

When his Chief of Staff questioned this use of time, Powell was direct:

"I can't lead people I don't see."

A year later, during an international crisis, those same employees worked through the night without being asked.

They weren't serving a title; they were responding to a leader who had seen them first.

Do This Today: Block 20 minutes to visit the part of your organization you understand least. Ask one question: "What would make your work more effective that I might not know about?"

The Leadership Question: Who in my organization feels invisible to leadership, and what price are we paying for that invisibility?

3. Take the Blame, Share the Credit

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.”

The Story: Powell's most controversial moment came in February 2003, when he presented intelligence about WMDs in Iraq to the UN that ultimately proved incorrect.

While many figures involved sought to distance themselves from this intelligence failure, Powell did something remarkable: he acknowledged his role directly.

"I'm the one who presented it on behalf of the United States to the world," Powell later told Barbara Walters, calling it "painful" and a "blot" on his record.

He added, "I wish the intelligence had been correct."

This wasn't just about the Iraq War.

It demonstrated a leadership principle that applies universally: accountability matters most when it's hardest to accept.

While historians continue to debate the complex decisions surrounding Iraq, Powell's willingness to acknowledge his responsibility rather than deflect it represents a leadership standard few achieve.

Even those who disagree with Powell's decisions often respect how he handled their aftermath.

Do This Today: In your next team meeting, publicly acknowledge a recent mistake and what you personally could have done differently. Be specific and take full ownership.

The Leadership Question: What recent setback am I subtly distancing myself from rather than owning completely?

4. Debate Thoroughly, Decide Clearly

"Once a decision is made, I expect you to implement it as if it were your idea."

The Story: Before Operation Desert Storm, Powell insisted on what he called "structured disagreement."

He required every general to argue against their own preferred strategy while junior officers were invited to point out flaws.

The debate was heated and uncomfortable.

When the final plan emerged, a reporter asked about the "conflict" in his command.

Powell responded: "We had vigorous debate, not conflict. The time for debate is before the decision. The time for unity is after."

Do This Today: Before your next important decision, explicitly state: "I need to hear the strongest case against what seems obvious." Remain silent until at least two counter-perspectives emerge.

The Leadership Question: Do people leave my decision-making meetings feeling heard, even when their view doesn't prevail?

5. Optimism as Strategy, Not Sentiment

"Perpetual optimism is a force multiplier."

The Story: Powell inherited a unit with the division's worst performance metrics and lowest morale.

Other leaders had tried criticism, threats, and incentives without success.

Powell's first action shocked everyone: he publicly recognized the three strengths the unit had that no other unit demonstrated.

Then he said simply: "We're going to build on these strengths until they overshadow our weaknesses."

Within six months, the unit's metrics rose from last to third in the division.

The only thing that had changed was the leader's focus.

Do This Today: Identify the person on your team who's struggling most. Schedule 10 minutes specifically to discuss what potential you see in them. Be ruthlessly specific about strengths you've observed.

The Leadership Question: Where might my focus on fixing weaknesses be blinding me to existing strengths that could transform performance?

The One-Minute Powell Assessment

Powell believed leaders should regularly ask themselves five questions:

1. Would I follow my own instructions if I received them?
2. Would I find my own communication clear if I heard it?
3. Would I feel valued if I were recognized the way I recognize others?
4. Would I trust my word if I were on the receiving end of my promises?
5. Would I feel comfortable bringing bad news to me?

Rate yourself 1-5 on each question. Any score below 4 deserves your immediate attention.

Colin Powell led through many challenging moments not because he had all the answers, but because people trusted him to find the way forward together.

That kind of trust isn't granted with a title. It's earned through consistent demonstration of these five principles.

This week, choose one principle to focus on intensely.

Your leadership impact will speak for itself.

With you on the journey,

Cal

A question

What is one small way that you are building trust with the people you lead (at home or at work) and what is one small way you are breaking down trust?

A quote and resource

"The best way to find out if you can trust someone is to trust them."

—Ernest Hemingway

The Mission

I am on a mission to help thousands of leaders gain clarity, courage, community, and consistency in their lives. Thank you for joining me on this journey!

I'm rooting for you,

Cal

➡️ When you're ready, I can help you gain more joy and deep clarity with my Core Values Mini Course. It has helped over 150 leaders live a truly intentional life. Join here 🎯

Intentional Letter: Colin Powell