David Horsager of Trust Edge Leadership Institute On Five Things You Need To Be A Highly Effective…

David Horsager of Trust Edge Leadership Institute On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times

Seek wisdom. — Should I persevere or pivot? Diversify or focus? Act quickly or be patient? Be transparent or maintain confidentiality? You can win or lose doing either. It depends on the situation. These are tough decisions, and a trusted leader navigates tension with wisdom. In turbulent times, be sure to consult with trusted colleagues or advisors. This will help you lead more confidently in times of crisis and change.

As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing David Horsager.

David Horsager is the founder and CEO of Trust Edge Leadership Institute, inventor of the Enterprise Trust Index™, director of the global study, Trust Outlook®, Wall Street Journal bestselling author, and senior fellow at Indiana Wesleyan University. David’s decades of research and work have led him to work with organizations ranging from Delta Airlines, McDonald’s, and FedEx, to the New York Yankees, Walmart, and Zoom. To learn more about David or his newest book, Trust Matter More than Ever: 40 Proven Trust Tools to Lead Better, Grow Faster & Build Trust Now!, visit www.DavidHorsager.com.

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Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

I grew up on a farm in Northern Minnesota, farming mostly corn and soybeans. My parents, Clarence and Mary, still live there, are in their 90s. and are as active as ever. They instilled in my five siblings and me core values that I carry with me today: honesty, diligence, consistency of character, and enthusiasm for life!

Lisa, my lifelong soulmate, is an important part of my business. When we moved back to Minnesota in 1999 after a stint in Arkansas (at K-Life), we rented space in an elderly lady’s basement, complete with no windows, a shared kitchen and bathroom upstairs, and later we learned, black mold. By late October of that year, we were down to $1.40 in our bank account after paying our urgent bills. We were trying to build my speaking business, but the economy wasn’t cooperating.

Both sets of parents were supportive as we continued to work hard to build our business on a very lean income. Slowly, the requests came in, and over the next few years, things began to turn around.

Today, Lisa is still an important part of our business. She serves as culture ambassador at the Institute. Lisa is gifted with tremendous insight on everything from how to raise our four kids to how various business decisions should be made. I am grateful.

It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

When I started doing speaking events, I thought the only way someone would hire us is if I had a professional video highlighting what I could offer to an audience. So, we spent money to have a video created and we printed material to create a kit we could give to potential clients. The kits we ordered were in our basement in storage doing us no good, so we emptied our bank account (once again) to send them all out to people we thought might be interested in hiring me. What I remember most about this is that I almost got one $500 booking! It was close, but they decided against me, and that was the extent of our success with that great idea. Success takes risk, but not everything we try works out — at least not right away.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

Harvey Mackay, 7-time New York Times bestselling author, was given my first book. I looked up to him, but I didn’t know him. He called me and wanted to meet, so I flew to meet him. He told me my book was the best business book he’s read in 20 years. I said, “Wow, thank you!” It was only self-published at that point; the agent I had hired couldn’t get any publisher to bite. Harvey told me this book had to get out to the world. He connected me with the best book agent for my genre. She had worked with the big six publishers, but this was 2011 when the country was still climbing out of a recession. No one was hiring speakers, buying books, or anything else. My new agent got me meetings with the biggest publishers all in one week, so I flew to New York City. I stayed in a cheap hotel, wore my only good suit, and walked everywhere instead of taking cabs.

At the end of the meetings, my agent could tell that multiple publishers were interested. She asked me, “Who would YOU want?” I had no idea, truthfully, so I deferred to her judgment. She thought Simon & Schuster would be best for my book, but it wasn’t clear and obvious because 5 out of the big 6 publishers wanted my book! On the cusp of a bidding war, Simon & Schuster Free Press pre-empted it by offering a pretty sizable advance. It ended up being the biggest advance for a non-celebrity in that space for that year. We took the deal. It got us out of some urgent debt, and I got to pay my editor who had worked on my book with no promise of pay. I was speaking a fair bit already but wasn’t pulling a very high fee yet. This was the tipping point for my career! Harvey believed in me, introduced me to the best agent, other successful authors, and even some famous people. My life was changed because of the relationships that grew from this experience. It’s always about the relationships!

Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?

Our mission has always been to develop trusted leaders and organizations. The 8-Pillar Framework came out so clearly during my original graduate research and continues to resonate across a wide cross-section of industries today. Though we had very modest beginnings, our mission has not waivered. It has grown in scope over the years as we’ve conducted further research as published in the annual Trust Outlook®, created an online certification partner program, grown the speaking and consulting portion of our business, and helped non-profits and global governments move the needle on trust as well. It’s been the privilege of a lifetime.

Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?

I’ll never forget flying home from a work session at Penn State when things were shutting down in March of 2020. There was a lady at the airport screaming at the top of her lungs, “Get away! Get six feet away from me!” I knew in my heart this was not going to go away any time soon. Speakers speak to live audiences, it’s just what we do. We needed to pivot quickly if we were going to make it.

The thing we did that saved us was we took our board room and made it into a four-camera studio. During the 15 months or so of being grounded from events, we gave clients an amazing experience compared to other speakers who had either canceled their events or were trying to speak on Zoom. University of Nebraska and Walmart were notable clients during that time. With four camera angles and a trusted employee on the online chat, we gave participants an engaging experience they wouldn’t have otherwise had during a very trying time.

Another thing we tried during the fallout following the George Floyd tragedy in Minneapolis, my home city, I went live with my friend and colleague, Milton Dodd. There we were, a white guy and an African American guy, having a vigorous and relevant discussion about the biggest and most important current event in the news. Over 1,000 people joined us live for that online conversation. We pivoted well at Trust Edge Leadership Institute. It was a big differentiator for us. It got us through.

Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?

Sure, at the very beginning, there were people advising me to take a different job that would pay the bills. But I can honestly say I never seriously considered quitting. We have had the pleasure at Trust Edge Leadership Institute of working with many amazing leaders and companies. It’s not hard for most leaders to understand or agree that trust matters, but it’s much harder to create the framework and tools necessary to build it, maintain, and restore it when it’s been damaged. For most leaders today, life and business are moving faster than the speed of light. They want to be trusted, but there is often a barrier because they lack the time, energy, people, or vision they need. Growing trusted leaders and organizations and seeing them enjoy the success that comes with that, is what sustains me.

I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?

I loved reading Excellence Wins: A No-Nonsense Guide to Becoming the Best in a World of Compromise by Horst Schulze, co-founder and former president of the Ritz-Carlton Hotel Company. I’ve met Horst and can honestly say that he is a very authentic human being. The book really resonated with me because I also place a high value on excellence. The book is actionable and inspires results. You should read it!

What would you say is the most critical role of a leader during challenging times?

I’ve had the pleasure of learning from General McChrystal, a retired four-star general who was commander of the US and International Security Assistance Forces in Afghanistan and the former commander of the military counterterrorism force, Joint Special Operations Command. General McChrystal says that whenever there are times of change and crisis, you have to shorten the timeframes in which you normally operate. That includes communication and goal setting. Instead of a one-year goal, you might need 90-day goals. In the worst of times, both professional and personal, instead of a 90-day goal, you might need a one-week goal or even a goal for today. How do we put one foot in front of the other and make it through the week? I’ve been there!

What about communication? Well, that has to be more frequent during times of crisis and change as well. What are people worried about? What should you share with them to ease their anxiety or frustration? What can you be clear about even if it will be taken as “bad news?” Leaders need to communicate incessantly during turbulent times.

When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?

No matter who you are, the future is uncertain, and leaders everywhere have a tough job! One of the biggest mistakes I see with CEOs and senior leaders, especially in crisis, is that they aren’t as clear as they can be. If they aren’t certain, they can say, “I’m not certain about that, but what I do know is this…”

I’ve heard leader’s say, “I lost trust because of the unforeseen crisis,” when in reality that wasn’t why they lost trust. They lost trust because they didn’t explain why they had to make a certain decision. It’s kind of popular in leadership circles right now to talk about “the why.” The problem is that most leaders think of “the why” as the overarching and unchanging reason for doing good work, and they don’t necessarily think about explaining “the why” behind individual difficult decsions. This is critical! Especially during times of crisis and change, leaders, be sure to tell your employees and team members the reason behind your pivot. If you can, tell them why you are changing course or why a decision that might disappoint or hurt people was made.

What is the best way to communicate difficult news to one’s team and customers?

It’s important to communicate clearly, with as much supporting data as you can legally or prudently share. It’s also important to spend time listening and to show compassion for how the difficult decisions are going to affect people. You have to stay humanly connected. You have to give people a place and the freedom to connect, express their fears, and feel heard. There is a real problem in our world right now of people not being able to see the other perspective. Pushing people away and only surrounding yourself with the people who agree with you only perpetuates the problem. I know the political landscape is hard right now, but this even applies to politics. No matter your beliefs, don’t sit in an echo chamber with people who always agree with you. Listen to the other side. Show compassion for their point of view. The winning side often gains arrogance and that’s a problem. A myopic view is so unhealthy because it strips away your ability to connect.

How can a leader make plans when the future is so unpredictable?

First, you absolutely have to make plans. You can’t deviate or pivot from your plans if you don’t make them in the first place. Second, you can plan more than you think. You know more than you think. Start with what you know, create a plan with the best information you have at the time, communicate often with your team, and make the adjustments necessary. It is okay for a leader to admit that the future is unpredictable. People are very aware of the challenges, and they are counting on you to lead them through it.

Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?

The #1 principle that will guide any leader or company through turbulent times: Stay clear on your mission and values. They don’t change. No matter what is going on, they are still the values and that is still the mission. One of our values at TELI is Excellence of Service. The vision of how to carry out the mission and values is what can change based on circumstances. Being willing to pivot your vision is key. Knowing what has to stay the same and knowing what needs to change must be clear. When seldom do an online event anymore, but we do so occasionally. Excellence of Service looks much different on camera than it does when talking face to face.

Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?

I always focus on the leader because organizations don’t change, people change. Here are some common mistakes I’ve seen leaders make during difficult times.

1. Not being the same in private as you are in public.

People can smell a fraud a mile away. If you say one thing in public and another thing among close colleagues or friends, people will find out. Be consistent. Act with integrity. Show good character at all times. These are qualities people need in their leaders.

2. Not taking care of yourself.

Prioritize keeping yourself healthy and fueled during challenging times. In crisis, check your SEEDS (Sleep, Exercise, Eating right, Drinking water, Source of strength). When leaders don’t take care of themselves, everyone suffers.

3. Avoiding conflict and not taking an active approach.

People who ignore problems ultimately lose out. Leaders who stay engaged and take charge in times of crisis show their commitment and competence — both critical for building trust. This means not only tackling the crisis directly but also being approachable and responsive to the needs of those impacted.

Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.

The five most important things a business leader should do to lead effectively during uncertain and turbulent times: Hear it here in David Horsager’s own words.

1. Seek wisdom.

Should I persevere or pivot? Diversify or focus? Act quickly or be patient? Be transparent or maintain confidentiality? You can win or lose doing either. It depends on the situation. These are tough decisions, and a trusted leader navigates tension with wisdom. In turbulent times, be sure to consult with trusted colleagues or advisors. This will help you lead more confidently in times of crisis and change.

2. Address the tension.

In turbulent times, a leader’s steady actions give calm reassurance to employees of all levels. Regular communication and calm, consistent decisions build trust. In times of crisis and change, you need trust more than anything. When people feel secure with their leader, they’re more willing to trust them.

3. Lead with compassion.

In a crisis, people need to feel genuinely cared for. How can you show empathy? Through listening, personalized support, or even small gestures. During the COVID-19 pandemic, I was on a Zoom call with hundreds of overwhelmed nurses. With limited time, I asked them to quickly draw how they were feeling and hold it up. In seconds, I saw emotions — tears, frustration — visually expressed. This simple act made them feel seen, moving us toward solutions faster and fostering the collaboration we needed.

4. Define one priority.

In a crisis, boil your priorities down to one. I spoke with retired General Stanley McChrystal, who once held a daily 30-minute meeting focused the latest intelligence on this key target. His singular focus helped them find and remove the threat within two months. In challenging times, staying focused on the one key priority can make all the difference.

5. Be predictable.

Connection to other wise people is vital. Successful people seek support from mentors, friends, and advisors. Leaders should create a personal advisory board or a mastermind group when not in a crisis, so the group can help them during the next crisis. People who hold you accountable and offer guidance and want what’s best for you are hard to find. Don’t wait for a crisis; build your support network now. Admiral James Stockdale, a POW in Vietnam, taught a powerful lesson known as the “Stockdale Paradox.” He observed that overly optimistic prisoners — those who set unrealistic timelines for release — were more likely to lose hope. Instead, he balanced faith in eventual success with acceptance of harsh realities. Effective leaders do the same: they confront present challenges while sustaining long-term hope.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Perhaps if we knew everyone’s story,

there would be no more war.”

— International Storytelling Center, Jonesborough, TN

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