The more I read about leadership, the easier it is to identify fundamental principles that are repeatedly discussed- like trust. Stephen Covey's book, The Speed of Trust, is a personal favorite. One highlight is Covey's concept of Relationship Trust and the core behaviors needed to generate trust. Talk straight. Tell the truth. Do not spin facts. That all sounds simple, but many leaders struggle to do the things that generate trust.

In July's Harvard Business Review, there's an article focused on trust by Frances Frei and Anne Morriss entitled, Begin with Trust. The authors state that trust is the basis for almost everything we do as civilized people, and while trust is essential for effective leadership, many leaders fall short when trying to generate trust. They state, "the traditional leadership narrative is all about you: your vision, your talents, and your charisma. But leadership really isn't about you. It's about empowering other people as a result of your presence, and about making sure that the impact of your leadership continues in your absence. Your job as a leader is to create the conditions for your people to fully realize their own capacity and power."

I have emphasized this point before. As stated above, it's mostly about supporting your people. It's about recruiting talented people to join your team, getting your team whatever they need to excel, and when they do, giving them credit for their success. In short, doing whatever it takes to give your team whatever they need to succeed.

So how do you build trust? Frei and Morriss state that there are three core drivers of trust: authenticity, logic, and empathy. They write: "People tend to trust you when they believe they are interacting with the real you (authenticity), when they have faith in your judgment and competence (logic), and when they feel that you care about them (empathy)."

Empathy: People don't care what you know until they know that you care-a common but useful phrase used in leadership texts. I would argue that people can't know that you care unless you interact with them. So consider communicating with your team in a variety of ways. More importantly, you need to demonstrate that you have their collective backs. You cannot just say that you care about them. You have to prove it. Do what you need to do for your team.

Authenticity: Authenticity is a challenge as too often leaders appear to be playing a role. They seem to be reading from a script. They seem stiff, or they spin the truth, or they just talk about good stuff (and not the hard issues), or they avoid eye contact, or they say things that are obviously not true, or they demonstrate through actions that they are not being straight and true. When this occurs, it's easily perceived by their audience and peers. People are hard-wired to spot authenticity, or the lack thereof.

I suggest that you let your guard down and just be who you are. Some would argue you have to show invincibility as a leader, as if you have every answer and are not afraid. In trying times, I prefer to showcase humanity and share my uncertainty. In doing so I always reaffirm that we are in it together. I would argue being honest about uncertainty is relatable and far more engaging for your teams. We are human, we make mistakes, and collectively, we learn.

Logic: Ultimately, you need to show that you know what you are doing and you can achieve results. You need to get things done, and get them done at a high level. Many books on Servant Leadership focus solely on character development, the importance of evolving your behaviors in a positive way and of continued self-reflection, insight, and learning. All of these things are important, but if you want to be an effective leader, you need to deliver results. You need to be able to think clearly and logically. As a leader, you must hit your business objectives and also translate them in digestible terms for your teams. Your role is to perform well and achieve goals but also to ensure everyone on your team understands how their work impacts the organization so the team is aligned with a higher purpose.

COVID-19 has been a test of leadership. It is fair to ask if your leaders have performed well, and, if so, how? Likely it's because they have performed well in one or more of these three areas-authenticity, logic, or empathy. In the COVID-19 era, ask yourself how can you be a better leader?

Step one is to show that your leadership team can deliver. Your leadership team must show that they can make clear decisions, adapt in this constantly evolving situation, and offer clear organizational recommendations. And you need at all levels to be able to effectively communicate.

Next, it is imperative that your team knows that their safety and welfare are your top priority. Without your team, you cannot do anything. You certainly cannot deliver clinical care. You cannot do clinical research. This is a time to truly act as a servant leader and put your team above everything else. Explore all workplace options, including work from home and social distancing. It's not enough to say that you care about your team, you must prove it.

Finally, be you. Let your team know that you can't stand this pandemic either. Let them know if you are scared. Let them see you unfiltered. If you are an accomplished leader, you probably already have plenty of gravitas. Now is the time, more than ever, for them to see that you are human.

I send out regular emails to everyone in the cancer center, not just to my direct reports. In addition to contextualizing important data about our response to COVID-19, these emails include stories about me and my experiences during these strange times. My hope in sharing facts as well as vulnerabilities is to bring about moments of connection and levity. I want to help my team cope with the reality of our situation. I've received feedback stating the importance of these emails to my team's resiliency. My correspondence is not perfect, it's flawed-like me-and that brings about an unprecedented level of connection within the cancer center.

As you deal with the challenges of this pandemic, remember the importance of delivering and developing trust, with logic, empathy and authenticity.

Especially authenticity.

Straight Talk: Today's Cancer Centers

BRIAN J. BOLWELL, MD, FACP, is Chairman of the Taussig Cancer Institute and Professor of Medicine at the Cleveland Clinic Lerner School of Medicine. Cleveland Clinic is a top 10 cancer hospital according to U.S. News & World Report.

Listen to More Advice From Dr. Bolwell in a New Podcast

Oncology Times sits down with Brian J. Bolwell, MD, the Chairman of the Taussig Cancer Institute and Professor of Medicine at the Cleveland Clinic Lerner School of Medicine. In this episode, Dr. Bolwell discusses the art of forgiveness; including how to let it go when there is conflict and breach of trust. Listen here: https://bit.ly/3jITfjB