The ability to earn and maintain the confidence of others through consistency, honesty, and follow-through. It involves being open about who you are, delivering on your promises, protecting confidentiality, and taking responsibility when things go wrong. Leaders who build trust act with integrity, show respect for others’ perspectives, and create a climate where people feel psychologically safe.
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” Stephen Covey
Barriers to building trust
Prejudging difference: Carrying conscious or unconscious bias toward certain backgrounds or identities can prevent the formation of authentic connections with all team members.
Overlooking personal connection: Viewing work relationships as purely transactional limits the growth of trust, which often requires shared understanding and human connection.
Rigid view of trust: Believing there is only one “right” way to earn trust prevents leaders from recognising the diverse ways different people build safety.
Inconsistent follow-through: Failing to deliver on small promises erodes confidence in a leader’s reliability and long-term intentions.
Emotionally closed off: Withholding thoughts or personal experiences can make a leader appear distant, making it difficult for others to relate or connect.
Avoiding accountability: Failing to own mistakes signals a lack of responsibility and significantly weakens a leader’s credibility.
Breach of confidence: Sharing private information, even unintentionally, damages trust and discourages future openness within the team.
Overcommitting: Saying “yes” to everything without a realistic plan makes a leader appear disingenuous when they inevitably fail to follow through.
Misaligned actions and words: Acting differently than what is said creates doubt about a leader’s integrity and genuine motives.
Self-serving behaviour: Prioritising personal gain over the team’s interests sends a message that trust is merely a strategic tool rather than a mutual bond.
“Trust is earned in drops and lost in buckets.” Kevin Plank
Enablers of building trust
Take responsibility when mistakes happen: Own errors transparently. Apologise sincerely and outline how you will prevent a repeat to build long-term credibility.
Protect confidentiality: Be clear on what should be kept private. Discretion is a cornerstone of trust; err on the side of caution when handling sensitive information.
Align your words and actions: Consistency is essential. Act in line with your stated values, especially when it is inconvenient or unpopular to do so.
Be open about who you are: Share the aspects of your identity that influence your leadership. Vulnerability creates a safe space for others to be authentic as well.
Demonstrate inclusive curiosity: Show active interest in the experiences of others. Listen more than you speak to ensure people feel truly seen and understood.
Model discretion with others’ information: Avoid gossip and oversharing. Respecting boundaries fosters an environment where trust can thrive.
Put the team’s interests above your own: Share credit and prioritise collective goals. Leading with humility demonstrates that your success is tied to the group’s success.
Admit when you’re wrong: Don’t try to “save face” at the expense of the truth. Acknowledging missteps quickly reinforces your integrity.
Build bridges across silos: Collaborate across departments and functions. Be the person who connects different groups rather than creating divisions.
Watch for signs of trust breakdown: Notice disengagement or tension early. Speak directly and honestly to resolve issues before they fracture the team.
“When the trust account is high, communication is easy, instant, and effective.” Stephen Covey
Self reflection questions on building trust
Do I consistently follow through on my commitments? How do I handle situations where I cannot deliver as promised?
How open am I about my values at work? What might I be holding back that could help build a deeper connection?
When I get it wrong, am I more likely to shift blame or take immediate responsibility?
How would others rate my discretion regarding sensitive information?
When making tough decisions, do I consider what is best for the group or what is most convenient for me?
Do I regularly acknowledge and credit others for their work, or do I sometimes downplay their contributions?
How do I react when someone challenges me? Do I invite honesty or unintentionally discourage it?
Do I present the same version of myself to senior leaders as I do to my junior colleagues?
Am I alert to signs of mistrust or rumours within my team, and how quickly do I step in to address them?
What are people likely to say about my integrity when I am not in the room?
“Rather than sitting on the sidelines and hurling judgment and advice, we must dare to show up and let ourselves be seen.” Brené Brown