If we do what we think is right, not try to point-score, people

"If we do what we think is right, not try to point-score, people will begin to trust us." These words, spoken by Francis Maude, speak to the timeless wisdom of integrity and authenticity in leadership. In a world often driven by the temptation to win approval, gather power, or gain favor, Maude emphasizes that the true path to trust is through actions that are motivated by what is right, not what is politically convenient or self-serving. The act of point-scoring—seeking personal gain through manipulation or opportunism—creates division and doubt. But when we stand firm in doing what is right, without concern for applause or advantage, we lay the groundwork for trust to grow. Maude’s words remind us that true leadership and true trust come not from chasing short-term victories but from consistently choosing integrity over self-interest.

In the ancient world, trust was regarded as one of the most sacred and fragile bonds between people. Socrates, the great Greek philosopher, was known for his unwavering commitment to truth and virtue, even when it led him to stand against the political and social currents of his time. He did not seek popularity or power but devoted his life to seeking the truth, however uncomfortable it might be. In his famous trial, when faced with the opportunity to escape execution by simply conceding to the will of the people, Socrates refused, stating that it was more important to live honorably than to save his life by dishonorable means. His decision was grounded in the belief that trust could not be bought, manipulated, or compromised—it had to be earned through principle and courage. Maude’s call to act on what we believe is right, even at the cost of personal gain, echoes Socrates's commitment to doing the right thing, no matter the consequences.

Similarly, the story of George Washington, the first President of the United States, offers a powerful example of the principles Maude speaks of. Washington, known for his courage and wisdom, was not motivated by the desire for power or personal accolades. In fact, after leading the Continental Army to victory in the American Revolution, he was offered the position of monarch, yet he refused, choosing instead to step down and allow the fledgling nation to establish a democratic government. His leadership was grounded in the belief that the trust of the people must be earned through selfless actions and a commitment to what was best for the nation. Washington’s refusal to engage in point-scoring—even in the face of immense power—won him the trust of the people and cemented his legacy as a leader committed to principle rather than personal ambition. Maude’s words serve as a modern reminder that trust in leadership is not a product of clever tactics but of genuine character.

Contrast this with the rise of Julius Caesar, whose ambition and manipulative tactics were often cloaked in the guise of doing what was best for Rome. Although he was initially beloved for his military victories and his ability to manipulate public opinion, his actions eventually led to distrust and betrayal. His point-scoring in political alliances, such as crossing the Rubicon and declaring himself dictator for life, ultimately alienated many of his closest allies, culminating in his assassination. While Caesar’s tactics were successful in the short term, they ultimately led to his downfall because his leadership was not grounded in integrity and the trust of the people. Maude’s warning about point-scoring is clearly illustrated here: while such tactics might provide immediate success, they can never build the lasting trust needed for true leadership.

Maude’s call to act on what we believe is right and to avoid point-scoring speaks to the core of effective leadership in any era. When a leader or an individual is motivated by a genuine desire to do what is right, their actions are grounded in authenticity and integrity—qualities that naturally foster trust. In contrast, when actions are motivated by the desire to manipulate, gain favor, or simply win at any cost, they create distrust, even if they bring short-term success. The lesson here is that true leadership—whether in politics, business, or daily life—requires courage to do what is right, even when it is difficult or unpopular.

The lesson for us today is clear: trust is built not through manipulation or gamesmanship, but through a deep and unshakeable commitment to what we know is right. In every decision we make, whether large or small, we must ask ourselves: Are we acting in good faith, with integrity, and with a genuine desire to do what is best for the whole, not just ourselves? Maude’s words challenge us to examine the motives behind our actions. Are we driven by personal gain, or are we seeking to create trust through honest, principled actions?

In practical terms, this means prioritizing honesty, transparency, and authenticity in all our dealings. In our personal relationships, in our careers, and in our leadership, we must strive to make decisions that reflect our deepest values, even when it is difficult. Like Socrates, Washington, and countless others who chose integrity over expedience, we must remain steadfast in our commitment to the truth, knowing that, in the long run, trust cannot be earned through shortcuts or manipulation. It must be built, piece by piece, through consistent actions that honor the moral principles we hold dear. Only then can we hope to inspire the trust that leads to lasting success and genuine connection.