HR-Survey > Competency Model > Trustworthy

Trustworthy Self-Assessment Comments

Definition: Trustworthy managers act with integrity and principled judgment, aligning their words, values, and actions while demonstrating honesty, ethical decision-making, and respect for confidentiality. They are dependable, committed, and reliable--consistently following through on obligations, upholding high standards, and delivering competent, high-quality work that inspires confidence. They communicate openly and transparently, responding promptly to needs, sharing information that empowers others, and creating an environment where concerns are heard and addressed constructively. Through accountability, consistent role-modeling, and deliberate efforts to build trust across relationships and teams, they foster a culture where people feel safe to collaborate, take risks, and excel.

Survey Questionnaires with Trustworthy Skills:
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)
Survey 13 (4-point scale; numbers; floating anchors)
Survey 14 (4-point scale; N/A)

The statements below can be used in your self-assessment (self-feedback) or performance appraisal as examples to demonstrate your "Trustworthiness". Having good trustworthiness means consistently acting in ways that demonstrate integrity, reliability, and principled judgment so others can depend on you without hesitation. It means aligning your actions with your stated values, following through on commitments, and producing work that reflects care, precision, and professionalism. Trustworthiness shows up in how transparently you communicate, how ethically you make decisions, how responsibly you handle confidential information, and how promptly you respond when challenges arise. It also means holding yourself accountable, modeling high standards, and creating an environment where others feel safe to rely on you, share openly, and take meaningful risks because your behavior consistently reinforces confidence and respect.

Integrity

Integrity focuses on the internal alignment between a manager's values, beliefs, words, and actions. It reflects the moral and ethical foundation that guides behavior, even when no one is watching. A manager demonstrating integrity shows congruence between what they say and what they do, grounds decisions in principles, and behaves consistently across situations. Integrity is about honesty, ethical judgment, value alignment, and acting in ways that reflect a stable moral compass. It signals to others that the manager's behavior is predictable because it is anchored in deeply held principles rather than convenience or external pressure.

I demonstrated congruence between statements and actions.
I ensured actions were aligned with stated values.
I exhibited consistency between words and actions.
I aligned actions with stated values and principles.
I maintained consistency in thoughts, words, and actions.
I demonstrated integrity by ensuring words and actions match.
I demonstrated trustworthiness by aligning commitments, communication, and actions.
I demonstrated congruence between beliefs, communication, and behavior.
I had a high degree of integrity between actions and words.
I acted with integrity, even when no one was watching.

Dependable

Dependable focuses on the external reliability of a manager's actions--how consistently they follow through, deliver, and meet expectations. It reflects the behavioral pattern of doing what one says they will do, honoring commitments, meeting deadlines, and producing consistent results over time. A dependable manager builds confidence by being reliable, timely, and steady in execution. Dependability is about the follow-through and consistency of those actions in practice. It signals to others that they can count on the manager to deliver, respond, and uphold obligations in a predictable, responsible way.

I delivered on promises made.
I delivered on commitments consistently and without prompting.
I honored agreements and reliably met obligations.
I kept promises and delivered on commitments.
I earned others' trust by being consistent and respectful.
I did what I said I would do, every time.
I delivered on promises with consistency and care.
I was trusted to complete work assignments on-time.
I cultivated trust by delivering dependable, consistent results over time.
I could be counted on to follow through on commitments.
I could be counted on to do what I said I would do.
I showed respect for colleagues by honoring deadlines and agreements.

Committed

Committed reflects a manager's internal dedication to their promises, goals, and values. It emphasizes intention, ownership, and persistence. A committed manager keeps their word because they feel personally responsible for doing so--they take ownership, uphold their agreements, and persist even when the work is difficult or inconvenient. Commitment is about honoring obligations out of integrity and purpose: staying dedicated to goals, following through because it matters to them, and demonstrating loyalty to principles, people, and promises.

I took ownership, delivering on commitments.
I consistently kept commitments.
I acted in accordance with commitments, even when it was difficult.
I showed integrity by honoring commitments and respecting others' privacy.
I followed through on commitments and communicated promptly when circumstances changed.
I committed to upholding the highest standards of integrity.
I maintained credibility by honoring agreements and owning mistakes.
I earned confidence from others by keeping commitments.
I follow through on all commitments.
I emphasized and demonstrated goal commitment and persistence in achieving goals.
I persisted to meet commitments despite obstacles

Reliable

Reliable reflects a manager's external consistency--their ability to deliver high-quality results, meet expectations, and perform dependably over time. Reliability is less about internal resolve and more about observable, predictable performance. A reliable manager produces steady results, completes tasks to a high standard, and can be counted on in day-to-day execution. Reliability is demonstrated through consistency, accuracy, timeliness, and follow-through in practical work. Reliable is about the steadiness of one's performance and the predictability of their actions.

I built confidence through reliable, high-standard performance.
I followed through on tasks and responsibilities to completion.
I reliably delivered high-quality results that met or exceeded expectations.
I was a reliable partner at work.
I followed through on any convictions and promises.
I built trust by being reliable and following through.
I strengthened customer relationships by demonstrating excellence in execution and follow-through.
I followed through reliably, even when circumstances were challenging.

Principled

Principled reflects a manager's adherence to core values, standards, and organizational expectations, even when doing so is inconvenient or unpopular. It emphasizes a steady internal compass--fairness, honesty, impartiality, respect, and alignment with rules, procedures, and the organization's best interests. A principled manager is guided by high standards of conduct and holds firm to those principles when facing pressure, conflicting interests, or ambiguity. This dimension is about value-driven consistency, fair treatment, and steadfast adherence to standards, signaling that the manager's actions are anchored in a stable moral foundation rather than personal gain or external influence.

I demonstrated a sense of responsibility and commitment to public trust.
I held firm to principles when faced with conflicting interests or external pressures.
I always acted with the best interests of the department and organization.
I acted in ways that consistently reflected high principles.
I always followed required procedures and regulations.
I ensured decisions are freed from favoritism, bias, or personal gain.
I exhibited strong moral principles and steady character.
I treated all individuals with fairness, dignity, and respect.
I was known for fairness, honesty, and principled behavior.

Ethical and Moral

Ethical and Moral reflects a manager's active practice of ethical reasoning, responsible decision-making, and moral courage in day-to-day situations. It emphasizes recognizing ethical dilemmas, choosing the right course of action, and addressing wrongdoing promptly and responsibly. While Principled is about the constancy of one's values, Ethical and Moral is about the application of those values in real-time decisions--especially when the stakes are high or the path is unclear. This dimension highlights ethical judgment, responsible action, courage in confronting misconduct, and setting an ethical example for others. It signals that the manager not only holds strong values but also actively practices and models ethical behavior in complex or challenging situations.

I could be relied upon to act ethically and responsibly.
I created confidence by being steady, fair, and dependable.
I made decisions based on ethical considerations, even when under pressure to do otherwise.
I built credibility through consistent, ethical choices.
I demonstrated trustworthiness through consistent, ethical decision-making.
I modeled ethical behavior and set a standard for integrity within the team.
I recognized and addressed situations and issues that may have resulted in ethical questions.
I demonstrated moral courage by addressing wrongdoing promptly and appropriately.
I consistently demonstrated high personal standards of ethical judgment.

Confidential

Confidential focuses on a manager's ability to protect sensitive information, respect boundaries, and exercise discretion. It is about safeguarding what others share (whether personal details, organizational information, or sensitive issues) and ensuring it is not disclosed inappropriately. A manager strong in this area demonstrates sound judgment, maintains privacy, and creates a safe environment where employees feel comfortable sharing concerns without fear of exposure. Confidentiality is fundamentally about withholding information appropriately, managing access responsibly, and showing respect for the privacy and dignity of others.

I took care to maintain confidential information.
I handled sensitive information with discretion and care.
I maintained strict confidentiality in all professional interactions.
I used discretion when handling personal or sensitive information and avoided unnecessary disclosure.
I could be trusted with confidential information.
I could be trusted to maintain confidence of information shared.
I demonstrated sound judgment when entrusted with sensitive matters.
I protected private information and respected boundaries.

Honest

Honest focuses on a manager's ability to communicate truthfully, transparently, and with integrity, especially when the message is difficult. It is about being candid, accurate, and forthcoming--admitting mistakes, acknowledging uncertainty, and avoiding misrepresentation. A manager strong in honesty builds credibility through straightforward interactions and fosters psychological safety by being open about limitations, missteps, and next steps. Honesty is fundamentally about sharing information appropriately, speaking truthfully, and engaging with others in a clear, authentic way.

I built credibility through honest, straightforward interactions.
I was always honest with the staff.
I admitted when in the wrong and used the experience to improve.
I responded to mistakes with honesty, humility, and a commitment to learning.
I was honest and transparent with others.
I strengthened relationships by being honest about limitations and areas for growth.
I provided accurate information and avoided misrepresentation.
I fostered trust by being candid about what was known, what was uncertain, and what was evolving.
I am candid and forthcoming.
I built trust by being candid about missteps and transparent about next steps.

Transparent

Transparent emphasizes a manager's willingness to reveal information, context, intentions, and reasoning--especially around decisions, constraints, sensitive issues, and organizational direction. It is fundamentally about visibility: making the "why" behind decisions clear, sharing implications, and not withholding important details. Transparency signals confidence in employees by giving them access to the information they need to make informed decisions, contribute meaningfully, and understand the bigger picture. It is outward-facing and structural: What information is shared? How openly? How fully? How early? A transparent manager reduces ambiguity, avoids hidden agendas, and strengthens trust by ensuring employees are not left in the dark.

I showed trust by sharing information that enabled employees to contribute at a higher level.
I empowered employees by providing the information they needed to make informed decisions.
I demonstrated confidence in employees by being transparent about sensitive or complex issues.
I modeled trustworthiness through transparent decision-making and dependable follow-through.
I maintained transparency in decision making.
I shared information honestly and avoided hiding or obscuring important details.
I was transparent about intentions, decisions, and limitations.
I strengthened team confidence by sharing insights that supported autonomy and innovation.
I reinforced mutual trust by being forthcoming with important updates and implications.
I shared relevant information transparently to help employees understand the bigger picture.

Open Communication

Open Communication emphasizes the two-way relational process of exchanging information, listening, responding, and engaging with others' needs, concerns, and perspectives. It is fundamentally about interaction: being approachable, responsive, candid, and willing to discuss challenges, setbacks, and lessons learned. Open communication includes empathy, clarity, and dialogue--communicating updates promptly, discussing reasoning, acknowledging concerns, and addressing issues constructively. It is interpersonal and dynamic: How does the manager communicate? How do they listen? How do they respond? An open communicator builds trust by creating psychological safety, showing respect, and ensuring employees feel heard and informed.

I communicated an understanding of the other person's interests, needs and concerns.
I maintained openness in reasoning and actions, building confidence in intentions.
I reinforced team trusted by communicating openly about challenges and lessons learned.
I showed reliability by communicating setbacks openly and addressed them constructively.
I signaled respect and trust by communicating openly rather than withholding information.
I communicated truthfully and openly, even when the message was difficult.
I was a trusted source of information communicating updates promptly so employees were never left guessing.
I communicated openly about decisions, challenges, and outcomes.
I promoted clarity by openly discussing context, constraints, and reasoning behind decisions.
I built capability by openly sharing knowledge, context, and strategic direction.

High Standards

High Standards reflects a manager's expectations for excellence--both for themselves and for their team emphasizing the pursuit of superior quality, rigorous performance benchmarks, and consistently exceptional outcomes. A manager strong in this area sets ambitious expectations, insists on professionalism, and ensures that every deliverable meets or exceeds established quality criteria. This dimension is about raising the bar, maintaining excellence across interactions, and creating credibility by consistently producing work that is polished, reliable, and aligned with high performance norms. High Standards is fundamentally about the level of quality demanded and upheld.

I showed commitment to customers by holding work to a high standard of excellence.
I strengthened customer trust by maintaining excellence in every interaction.
I promoted customer trust by ensuring all work met established quality standards and was completed with professionalism.
I created credibility by upholding rigorous quality expectations.
I inspired customer confidence by maintaining excellence across all services and products.
I built customer loyalty through predictable, high-standard performance.
I reinforced trust by ensuring every deliverable met or exceeded quality benchmarks.
I built a reputation for trustworthiness by holding myself and team to rigorous performance standards.
I established credibility by meeting quality expectations without exception.
I earned customer trust by delivering consistently high-quality work.

Competent

Competent reflects a manager's ability to perform their role effectively, demonstrating the skills, judgment, and knowledge required to meet the demands of the job emphasizing capability, accuracy, sound decision-making, and the consistent production of reliable results. A competent manager demonstrates care and precision, pays attention to detail, and makes informed decisions that inspire confidence. This dimension is about having the expertise and proficiency to execute responsibilities well, not just the aspiration for excellence. Competence is fundamentally about the capacity to deliver quality work, grounded in skill, experience, and professional mastery.

I enhanced customer confidence by consistently delivering accurate, reliable, and high-quality outcomes.
I showed strong abilities and was trusted by the team to elevate performance.
I was trusted by others to be able to meet the demands of the job.
I was trusted to make the right decisions.
I was competent in my position.
I was competent in performing my duties for the department.
I demonstrated trustworthiness by producing work that reflected care, precision, and professionalism.
I demonstrated trusted expertise and motivated others to excel.
I built customer confidence through meticulous attention to detail.
I showed consistency in hiring, promoting, evaluating, and rewarding employees.

Responsive

Responsive focuses on a manager's timeliness, availability, and willingness to act quickly when others need support. It is about being present, attentive, and proactive--addressing concerns before they escalate, stepping in during high-pressure moments, and ensuring employees and customers feel heard and supported. Responsiveness is fundamentally about speed, attentiveness, and initiative: responding promptly, taking swift action, and demonstrating reliability in real time. A responsive manager builds confidence by showing that issues will not be ignored, help is accessible, and concerns are treated with urgency and care.

I responded quickly to customer issues to maintain trust in the brand.
I could be trusted to react in a timely way to address employee issues.
I built trust by taking swift, appropriate action when employees encountered challenges.
I demonstrated trustworthiness by taking the initiative.
I strengthened credibility by responding promptly and consistently to employee needs.
I addressed employee concerns promptly ensuring issues were not left unresolved.
I was a trustworthy partner making myself available when employees needed help, especially during high-pressure moments.

Accountability

Accountability focuses on a manager's ownership of actions, decisions, and outcomes, both for themselves and for others. It emphasizes responsibility, follow-through, and integrity--acknowledging mistakes, correcting them, and ensuring commitments are met. Accountability is fundamentally about answerability, responsibility, and follow-through: holding oneself to standards, ensuring others meet expectations, and avoiding blame-shifting. A manager strong in accountability builds trust by demonstrating that they can be counted on to own consequences, uphold standards, and ensure that work is completed reliably and ethically.

I owned decisions and their consequences, whether positive or negative.
I demonstrated reliability by tracking commitments and ensuring they were completed.
I ensured employees took ownership of their work and understood the impact of their actions.
I acknowledged errors promptly and took responsibility for corrected them.
I was accountable to the standards set for others.
I addressed performance gaps in my own work quickly and constructively.
I took responsibility for outcomes and avoided shifting blame to others.
I encouraged ownership by giving employees access to meaningful, timely information.

Role Model

Role Model reflects a manager's personal example--the way their own behavior embodies the standards, values, and conduct that others are expected to follow. It is about who the manager is in the eyes of others: someone whose actions consistently reinforce credibility, fairness, and integrity. A role model doesn't just behave well; they set the tone for the organization by demonstrating the behaviors they want others to emulate. This dimension is fundamentally about leading through example, inspiring trust through visible consistency, mitigating concerns by clarifying intentions, and creating an environment where others naturally follow their lead because they see them as steady, principled, and trustworthy.

I am a person others can count on.
I worked in a way that makes others want to work with me.
I am trustworthy; is someone that can be trusted.
I sought to mitigate grievances by clarifying intentions and finding suitable remedies.
I fostered an organizational climate in which leaders/managers were trusted by the employees.
I set the tone by demonstrating the behaviors others should emulate.
I set a positive example for others.
I consistently behaved in ways that reinforced trust.
I am widely trusted.

Builds Trust

Builds Trust reflects a manager's active, intentional efforts to strengthen trust across relationships, teams, and the broader work environment. It is about what the manager does to cultivate trust between people--not just through their own example, but through deliberate actions that foster openness, psychological safety, collaboration, and resilience. A manager strong in this area creates structures, conversations, and norms that help others trust one another, not just the manager. This includes communicating transparently, facilitating trust-building interactions, supporting risk-taking, and strengthening relationships during crises. This dimension is fundamentally about creating and sustaining a high-trust culture, not just embodying trust personally.

Built and maintain the trust of others.
I built a high-trust work environment that enabled risk-taking and innovation.
I engaged in efforts to strengthen trust among team members.
I encouraged employees in the department to trust one another.
I behaved in ways that built trust.
I built trust by communicating openly about decisions, challenges, and organizational priorities.
I sought to enhance trust in the department.
I built strong relationships that were resilient in times of crisis.
I conducted work-unit meetings that served to increase trust and mutual respect among work-unit members.

Want to see more Trustworthy items?
More Trustworthiness items.