In every corner of the workplace, trust is the invisible force that holds everything together. It’s the foundation on which successful teams are built, the fuel that drives collaboration, and the glue that binds us through challenges and successes alike. Yet, trust is not something that can be taken for granted—it must be built, nurtured, and protected by everyone in the organization, from leaders and managers to individual contributors.
So, what does it mean to create trust at work? How do we, as a collective of people with different roles, responsibilities, and levels of influence, contribute to an environment where trust flourishes? The answer lies in understanding that trust is not just a single action or an outcome, but an ongoing commitment that requires participation from all levels of an organization. It’s about how we show up for each other, hold ourselves accountable, communicate with honesty, and navigate the often tricky dynamics of power.
The Foundation of Trust: Show Up Authentically
At the heart of trust lies authenticity. Authenticity is about more than just being “yourself”; it’s about showing up in a way that others can rely on. Are you consistent in your actions? Do your words align with your behavior? Do you communicate with clarity and transparency?
For leaders, this means being open about both successes and struggles. Too often, leaders feel they must present a façade of confidence and control, but people don’t trust perfection; they trust honesty. When leaders are candid about the challenges ahead, they invite others to be part of the solution. They create a culture where it’s safe to take risks and where mistakes are seen as opportunities for growth, not as failures to be hidden.
For people managers, showing up authentically means balancing empathy with accountability. It’s about being present, listening deeply, and then taking action. When you ask, “How can I support you?” it’s not just about offering help; it’s about following through. Authenticity in management is a blend of care and clear expectations. Your team needs to know you’ll stand by them, but they also need to know you’ll push them to grow. Trust is built when managers are consistent in setting expectations and in providing the support necessary to meet them.
For individual contributors, showing up authentically is about taking ownership. It’s about being honest when you’re stuck, when you’ve made a mistake, or when you need help. Trust at the peer level is built on reliability—doing what you say you’ll do, when you say you’ll do it. It’s also about speaking up when something doesn’t align with your values. Whether it’s a suggestion during a meeting or feedback on a process that isn’t working, trust grows when we feel empowered to share our perspectives openly.
Accountability: The Backbone of Trust
Many people think of trust as something that grows naturally over time, but trust requires consistent maintenance through accountability. Accountability isn’t about finger-pointing or micromanagement; it’s about mutual responsibility. We hold ourselves and each other accountable not to punish, but to strengthen trust. When we know that everyone is pulling their weight and taking ownership, we can focus on collaboration instead of guarding our backs.
Leaders set the tone for accountability, not by demanding it from others, but by modeling it themselves. They own up to their own mistakes publicly and address issues head-on, rather than letting them fester. When leaders hold themselves accountable, it gives permission for everyone else to do the same. It sends a clear message that mistakes aren’t fatal; they’re a chance to learn and improve. It’s also critical that leaders hold everyone—regardless of status or relationship—to the same standard of accountability. Trust erodes quickly in environments where certain people are allowed to skate by while others are held to rigid expectations.
For people managers, accountability means setting clear, measurable goals and following up on them consistently. But it’s also about creating a culture where team members hold each other accountable—not in a punitive way, but in a supportive way that says, “We’re in this together.” When accountability is part of the team’s DNA, people feel safe to push themselves and each other because they know that the goal is collective success, not individual blame.
For individual contributors, accountability is about being dependable—doing your part, communicating proactively when issues arise, and owning your role in team outcomes. If you can be trusted to consistently deliver, you create a ripple effect of trust that strengthens the entire team.
The Role of Honesty in Trust-Building
Honesty is often framed as a value that we either have or don’t have. But in a workplace context, honesty is a skill. It’s about learning how to communicate truthfully in a way that builds bridges rather than walls. There’s a difference between being brutally honest and being constructively honest. The former can damage trust by creating defensiveness, while the latter can build trust by encouraging openness.
Leaders who practice constructive honesty build cultures where people feel safe to speak up. It’s not just about telling the truth, but about creating a space where truth can be received. This means listening more than you speak, asking more than you tell, and being willing to hear what you might not want to hear. Leaders who invite honest feedback set a powerful example that trickles down through every level of the organization.
For managers, honesty means giving feedback in real-time and not letting issues pile up until they become insurmountable. It’s also about being transparent about decisions, especially the ones that might be unpopular. When managers communicate honestly about why certain decisions are made, even if those decisions aren’t ideal for everyone, they build trust through transparency.
For individual contributors, honesty is about maintaining integrity in both small and large matters. It’s about raising your hand when you notice something isn’t working, even if it’s uncomfortable. It’s about giving feedback to peers respectfully and accepting feedback with grace. Trust among colleagues deepens when there’s an understanding that honesty isn’t a weapon but a tool for mutual growth.
Navigating Power Dynamics
No discussion about trust would be complete without addressing the elephant in the room: power dynamics. Power, whether it’s positional, relational, or expertise-based, influences how trust is built—or broken—within a team. Power dynamics can lead to imbalances where certain voices are amplified while others are silenced. When these dynamics go unchecked, they create environments of distrust, where people feel they must be guarded, strategic, or deferential instead of candid.
Leaders hold the greatest responsibility in managing power dynamics. It’s up to them to create structures and practices that ensure all voices are heard, not just the loudest or most senior. This could mean setting up systems where anonymous feedback is welcome, or intentionally elevating perspectives that might otherwise go unnoticed. Leaders who are aware of how power flows through their organization are better positioned to build cultures of trust because they actively work to level the playing field.
For people managers, being mindful of power dynamics means creating psychological safety on their teams. This involves being intentional about how meetings are run, ensuring that quieter voices are invited to contribute, and that dominant voices don’t overpower discussions. It’s about recognizing when certain people might be holding back out of fear and addressing it directly.
For individual contributors, navigating power dynamics often means finding the courage to speak up despite imbalances. Trust grows when people are willing to challenge the status quo and when leaders and managers respond to those challenges with openness rather than defensiveness. Power dynamics will always exist, but how we handle them determines whether they become barriers or bridges to trust.
The Takeaway: Trust is Everyone’s Job
In the end, trust isn’t something that’s delegated from the top down, nor is it only a concern when things go wrong. It’s everyone’s job, every day. Trust is built in how we show up, in our consistency, in how we hold ourselves and each other accountable, and in how we handle power and honesty within our teams.
Leaders must model the behaviors they expect to see. Managers must cultivate environments where accountability, honesty, and inclusivity are the norm. Individual contributors must take ownership not only of their tasks but of the collective trust within their teams. When everyone is pulling in the same direction, trust becomes more than just a word we throw around; it becomes the very fabric of how we work together.
Ultimately, trust is a choice we all make—consciously or unconsciously—every single day. The question isn’t whether you want trust in your workplace. The question is: what are you doing to build it, maintain it, and protect it?