Leadership That Builds Trust, Drives Results, and Strengthens Our Industry

Published April 28, 2026

As we gather for the NASPL Lottery Leadership Institute this week, it’s an appropriate moment to reflect on what leadership demands of us – particularly in an industry as visible, scrutinized, and stakeholder-driven as ours.

Leadership, at its core, is not about authority. It’s about responsibility: to the players we serve, the beneficiaries who depend on our funding, the policymakers who oversee our work, and the teams who bring our mission to life. Being mindful of stakeholders isn’t a passive exercise; it requires active listening, thoughtful engagement, and a willingness to see issues from perspectives beyond our own.

That begins with communication – not just what we say, but how well we listen. Effective leaders create two-way channels, where feedback is not only welcomed but actively sought. Some of the most valuable insights I’ve encountered didn’t come from formal reports, but from candid conversations with team members, retailers, and partners who see our operations from different angles. When people feel heard, they become invested. And when they’re invested, the quality of our decisions improves.

Equally important is the willingness to think outside the box, and to encourage others to do the same. Innovation rarely comes from playing it safe. It comes from creating an environment where new ideas are not only accepted but encouraged. That requires trust. It also requires giving people the space to explore, test, and occasionally fail. As leaders, we set that tone. If we want creativity, we have to model it.

Of course, bold thinking must be grounded in sound decision-making. That’s where data plays a critical role. Using metrics and information to inform strategy doesn’t just strengthen our plans. It builds confidence in them. When we can clearly articulate the “why” behind our decisions, supported by credible data, we provide both clarity and cover. We enable our teams and stakeholders to move forward with confidence, even when pursuing unconventional approaches.

Another often-overlooked responsibility of leadership is recognition. No initiative succeeds in isolation. The best outcomes are the result of collective effort, and it’s essential that we give credit where it’s due. Acknowledging the contributions of others, whether internally or externally, does more than boost morale. It reinforces a culture of respect and shared ownership. Leadership is not about being the face of success; it’s about ensuring others are seen for the value they bring.

We also have to be measured in how we respond to challenges. In our line of work, issues will arise – some expected, others not. But a crisis is only a crisis until we begin to address it. From that point forward, it becomes an opportunity: to learn, to correct, and to grow. Time spent assigning blame is time lost; responsibility will reveal itself in due course. Our focus should remain on solutions.

Maintaining perspective is equally critical. While our work is important, we must remember the broader context in which we operate. At the end of the day, we are part of the entertainment landscape. If larger forces – whether economic, environmental, or societal – are at play, our players and stakeholders have more pressing concerns. Recognizing that helps us lead with empathy and clarity.

That said, we must also remain disciplined. Trust is essential, but so is verification, particularly when information is developed quickly or seems too good, or too concerning, to be true. Sound leadership balances confidence with due diligence.

Finally, leadership does not happen in isolation. It is built and sustained through relationships. Developing and maintaining strong networks – within our organizations, across jurisdictions, and throughout our stakeholder communities – is essential. These connections deepen understanding, create alignment, and provide invaluable support when navigating both opportunities and challenges.

And one last point: Don’t be afraid to step forward. Volunteer. Take on the project. Raise your hand. Leadership is not a title. It’s a choice. And when you make that choice, you not only grow your own capabilities; you create opportunities for others to do the same.

As we continue our work together, let’s commit to leading with intention, grounded in data, strengthened by relationships, and guided by a clear understanding of the people we serve. That’s how we build trust. That’s how we drive progress. And that’s how we ensure the continued impact and integrity of our industry.

Brian Rockey

Director, Nebraska Lottery

NASPL President