5 Actionable Steps You Can Take Now
In today's environment, where safety is being undermined, leaders must take the steps to build trust with their teams. Trust is the foundation of successful, high-performing teams, enabling them to handle change and challenges, especially in the current climate. When teams trust their leaders, they feel safe, which allows them to express ideas, embrace challenges, and learn from risks. A team with trust encourages open communication and fosters value and commitment, empowering individuals to contribute their best work and achieve collective success.
As Anne M. Mulcahy, former CEO of Xerox, wisely said:
"Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability."
The Business Impact of Trust
I've witnessed countless situations where trust, despite being recognized as crucial, is the first thing sacrificed in the name of saving time, money, or simply due to poor leadership skills.
I vividly remember a situation where a CEO, under business pressures, told the entire company live that they would not cut jobs. Three weeks later, right before Christmas, they laid people off. There was no apology or accountability for the lie, and the way it was handled was downright inhumane.
Then there are leaders who crumble under their own fear and retreat, instead of leaning into their team. Or they operate under the outdated belief that we should just follow orders without question.
Now, I'm not trying to shame anyone who isn't being malicious; we're all human and make mistakes. However, we need to acknowledge this type of behavior erodes trust, stifles innovation, and is inhumane, ultimately creating a toxic workplace.
When employees are fearful, it fosters an "eat or be eaten" mentality, and even the most evolved individuals turn on one another. Sound familiar to what is currently happening? That's because trust is broken. It's broken in the very place we all rely on for structure and safety. That means companies and their leaders must take accountability and act.
While we can't fix immoral people, we can ensure they aren't placed in leadership roles. But that's a conversation for another time. This article is for the leaders who care, who want to see their teams succeed but don’t yet understand the value of trust or where to begin.
So, let's start with value.
Teams with High Trust Bring Significant Value
Building a culture of trust within teams and across the organization can yield remarkable results, impacting everything from productivity and financial performance to innovation and employee retention.
Boosting Productivity and Performance
When employees trust their leaders and colleagues, they're more engaged, motivated, and productive. Harvard Business Review (HBR, n.d.) highlighted that workers at high-trust companies report:
74% less stress
106% more energy at work
50% higher productivity
29% greater life satisfaction
40% less burnout
Similarly, MIT Sloan Management Review (MIT Sloan, n.d.) found that employees who trust their leaders and colleagues are 260% more motivated to work and experience 41% lower absenteeism rates.
These statistics paint a clear picture: trust fuels productivity.
Driving Financial Performance
And this productivity, extends to the bottom line.
The Boston Consulting Group (BCG, n.d.) reported that the 100 most trusted companies generated 2.5 times as much value as their less-trusted counterparts.
Deloitte (Deloitte, n.d.) also emphasizes the financial benefits, noting that companies with high stakeholder trust outperform their peers by up to 400%.
Trust isn't just good for employees; it's good for business.
Fueling Innovation and Collaboration
In today's rapidly changing world, innovation is paramount. PwC (PwC, n.d.) emphasizes that 93% of business executives agree that building and maintaining trust improves the bottom line, and Accenture (Accenture, n.d.) suggests that high-trust teams are more likely to be innovative and creative. This is because trust fosters a culture of psychological safety, where individuals feel comfortable taking risks, sharing ideas, and collaborating effectively.
"Businesses who don't innovate, evaporate." - Unknown
Improving Employee Retention
Attracting and retaining top talent is a critical challenge for many organizations. SHRM (SHRM, n.d.) points out that employees who trust their leaders are more likely to stay with the company. Gallup (Gallup, n.d.) reinforces this, stating that employees who trust their managers are 12 times more likely to be engaged in their work.
Trust is a key ingredient in creating a positive and supportive work environment that attracts and retains talent. The alternative is turnover. Research shows that the cost of replacing an employee can reach a staggering 213% of their salary.
Imagine the financial drain this represents and the opportunity! Investing even a fraction of that expense in hiring the right leaders and developing them could potentially save jobs and boost overall performance with tangible business results. And let's not forget the human aspect of this—like we should be helping people and not just bottom lines as part of life.
The value is clear, but where do you start.
Building Trust: Where to Start
As a leader you have little control over moving big mountains like hiring the right leaders or getting the budget to deploy leadership development, but there are still actionable steps you can take now to cultivate trust within your team. Here are five ways to get started.
1. Show Vulnerability and Empathy
Share your own experiences, both successes and failures, demonstrating that it's okay to make mistakes and that learning is a continuous process. For example, share how you navigated a challenging project or a difficult conversation. Create a safe space for others to do the same. Authenticity is key. Being vulnerable isn't a weakness, as some may feel. It's a strength that takes courage and something we all need to embrace more. We are human, and even leaders make mistakes. If you don't, then you are either lying to yourself or you aren't taking the risks needed to reach your potential.
Try to see situations from others' perspectives and acknowledge their feelings. You don't have to agree with their perspective; that's not the point. Feelings are not a place for you to insert your opinions. Ask questions to understand, not to judge. We all have different experiences that inform our opinions and feelings, but it is in those different experiences and feelings that we can learn from each other and support each other. To do that, though, you have to check your ego at the door and be there to listen and understand.
Example: Instead of dismissing an employee's concerns about a new project, say something like:
Seek to understand by repeating back what they've said and ask questions:
"What I am hearing from you is that you're feeling apprehensive about this new project. Is that correct? What are your specific concerns?"
Validate their feelings and concerns:
If you can understand how they could feel that way, say "I can understand how you would feel that way." Or if you can't, say "That does sound 'insert concern.'" You don't have to agree with it, just acknowledge they are feeling that way.
Guide them to a solution that would make them feel more confident:
What would make you feel more confident?
Is there something I can do to make you feel more confident?
2. Be Fully Present
When someone is speaking, truly listen to understand, not just to reply. Feeling seen and heard is on everyone's wish list, and they will respect you for it and reciprocate.
Put away your phone, minimize distractions, and make eye contact. Show them that you value their time and input. This demonstrates respect and builds rapport.
Make it a routine to meet: regular 1:1 time is important to build rapport and trust. Show that you care and practice being fully present during that time.
3. Give Feedback
Focus on specific behaviors associated with their role's competencies and skills. Give good and constructive feedback regularly.
Feedback should always be focused on where they are doing well and where they can improve after having a discussion where you ask questions first. This takes time, effort, and skill to do well. Start small and ask your team for feedback on how you're doing.
Example: Instead of saying, "Great job on that report!" or "That report was terrible," ask, "I was very impressed by the report you handed in. The data was consistent, the summary was clear and hit the exact points needed. Would you agree? Anything else I should be aware of that I missed?"
Or, if the report didn't hit the mark in terms of expectations, ask, "I noticed a few inconsistencies in the data and based on our last conversation, it didn't hit the point we talked about. Could we go over that together and find a way to ensure we are more in alignment for next time?" Tell them exactly what was missing and ask what challenges they are having so you can come up with solutions together.
After your meeting, ask how they felt about receiving feedback that way and if there are ways that you can improve communication in the future. Be open to their feedback about your style and adjust based on their needs.
4. Be Honest and Transparent
Share information openly and honestly, including challenges and decision-making processes, and admit when you make a mistake. Bring your team into this process; get their buy-in and ideas. Sometimes it isn't the best course of action to be completely honest, and lying isn't a good idea either. Tell what you can—even if that is that you aren't sure of an outcome or direction—but give your word that you will follow up and provide support where needed. Transparency doesn't mean oversharing; it means being open about what you can share and explaining why you can't share certain information.
Example: If a project is facing delays, be upfront about it with your team. Explain the reasons behind the delay and involve them in finding solutions. If there are changes happening that include budget or staff cuts and your own leadership isn't providing direction, pressure the company to issue a statement to put people at ease while being honest and not inciting fear or chaos. Honestly state where things stand and give your word on supporting them through what happens within your sphere of control. This builds trust even in difficult situations.
5. Model Trust by Giving It
Trust your people to get their job done in a way that makes sense for them. Give clear and direct instructions, explain the "why" and any constraints you are working with, and then let them go. Check in with them in your regular one-on-one meetings. Micromanaging demonstrates a lack of trust and stifles autonomy.
Do what you say you will do and keep commitments that you've made to them and others. Strive for balance in communicating your needs, wants, desires, and fears just as much as your vision, direction, praise, and feedback. Consistency is key to building trust.
Conclusion
Trust is not built quickly; it takes time and consistently showing up to provide a safe space for your team and modeling these behaviors. It requires conscious effort and a commitment to putting people first.
Leaders have a lot of responsibility—physically and emotionally. The best leaders care for their team as they would for someone who is special to them. I was thrown into leadership without help, and there are several people I managed poorly when I first started, but I sought training, feedback, tried different strategies, and failed at some, but I kept going.
It's an investment, but it's worth it. The people I've had the pleasure of working alongside became some of the most important people in my life and taught me valuable lessons about myself and how I needed to grow as a leader and human being, and I am forever grateful for each one of them.
What's one specific step you can take today to build trust with your team? Or, do you have another suggestion so others can learn from you?
Share your ideas in the comments below!
References:
Gallup (2022, June 9). Employee Engagement.
Gallup (2020, March 3). How to improve employee engagement in the workplace.
Center for American Progress. (2020, September 9). There are significant business costs to replacing employees. Center for American Progress.
Edelman. (2021). The Investor Trust 10. [Report]. Retrieved from
Sull, D., Sull, C., & Zweig, B. (2022, January 11). Toxic Culture Is Driving the Great Resignation. MIT Sloan Management Review.
Deloitte. (2020, October 19). How to build a high-trust workplace. MIT Sloan Management Review.
Deloitte. (n.d.). Four factors of trust. Deloitte. Retrieved February 24, 2025, from
Gallup, Inc. (2020, May 28). Employee Burnout Biggest Myth
Keister, Amber (2024, October 30)The Diversity Movement. (n.d.). Building workplace trust: 6 key actions leaders can take to drive employee engagement. The Diversity Movement.
Boston Consulting Group. (2022, May). Trust index: Analyzing companies' trustworthiness. Boston Consulting Group.
PwC. (2022, May). Trust in business survey: The importance of building trust with stakeholders. PwC.
Accenture. (2022, November 16). Psychological safety in corporate culture: How leaders can foster trust and innovation. Accenture.
Society for Human Resource Management (SHRM). (n.d.). Building a connected workforce: Key insights on employee engagement. SHRM.
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