Trust at Work: How Leaders Can Build or Destroy It

Trust isn’t just a “nice-to-have” in leadership—it’s the foundation of organisational success. Yet, so many leaders underestimate its importance or fail to act intentionally to build it. How often have you witnessed untrustworthy behaviours such as a leader shouting at the team, calling them failures and eroding their trust?

In my line of work I get to hear about some pretty bad behaviours, some intentional and others accidental. What I think we need to do is focus on are those behaviours that are destroying trust because they are not only impacting people negatively, they are affecting the bottom-line. The business case for trust is compelling, and the research from neuroscientist Paul J. Zak highlights the difference between low and high-trust companies. He found that high trust companies have employees who are 76% more engaged, 50% more productive, and report 106% more energy at work. But the opposite is also true: mistrust leads to poor performance, low morale, and a culture of fear and blame.

As you go to work, your top responsibility should be to be trust.” Robert Eckert, CEO, Mattel

So how do leaders build and sustain trust—and just as importantly, how do they avoid destroying it?

How Leaders Destroy Trust

Trust can take years to build but only seconds to break. Here are four key behaviours that undermine trust:

1. Saying One Thing and Doing Another

When leaders fail to follow through on their commitments, it sends a clear message: they can’t be relied upon. This inconsistency creates confusion and fosters cynicism among team members. Employees begin to second-guess their leaders, which can lead to disengagement.

Example: A manager who promises transparency but avoids tough conversations leaves their team feeling betrayed and disconnected.

Research Insight: Consistency in words and actions is a critical factor in trustworthiness (Zak, Trust Factor).

2. Blaming Others for Failures

Shifting blame to team members instead of owning up to mistakes creates a culture of fear. This not only damages trust but also stifles innovation, as employees become too afraid to take risks or propose new ideas.

Example: A senior leader who publicly criticises their team for missing targets—without acknowledging their own role in setting unrealistic goals—erodes psychological safety.

3. Prioritising Upward Impressions Over Downward Support

Leaders who focus on managing impressions with their bosses but neglect their own teams foster resentment and disengagement. Teams feel abandoned, which can lead to turnover and a toxic workplace culture.

Example: I worked with a senior director who was always “visible” to executives but inaccessible to her team and lost their credibility and respect. She demonstrated a fake interest in the team which initially wasn't a problem, but over time they could see she was self promoting and this led to their disengagement, so any discretionary effort she'd got from them when she started just evaporated.

4. Ignoring Team Input

When employees’ ideas or concerns are dismissed, they feel undervalued. Over time, this fosters a sense of helplessness and discourages employees from contributing. If employees go quiet there's a danger they will just do enough work to get by and may choose to hold onto their ideas.

Individuals on teams with high trust bring in more revenue, are less likely to leave Google, are more likely to harness the power of diverse ideas from their teammates and are rated as effective twice as often by executives.? There is no team without trust.” Paul Santagata, Head of Industry at Google

Example: During a strategy meeting, I observed a manager dismisses a junior employee’s suggestion without proper consideration, leading to disillusionment. This might be ok the first time it happens, but over time it will erode trust. By ignoring contributions, leaders risk missing valuable insights and alienating their teams.

How Leaders Build Trust

Rebuilding or strengthening trust requires intentional, consistent actions. Here are four proven strategies:

1. Be Visible and Accessible

Leaders who engage directly with their teams—whether through regular check-ins or informal conversations—foster trust. These moments of connection show employees that their voices matter and that leadership genuinely cares about their experiences. A CEO who spends time on the frontlines listening to employees’ challenges demonstrates a commitment to understanding their perspective. This not only builds trust but also provides valuable insights into operational realities.

Action Tip: Cancel one non-essential meeting this week and use that time to connect with your team instead. These informal interactions can often yield the most honest and actionable feedback.

2. Show Vulnerability

Patrick Lencioni’s research highlights that vulnerability-based trust is essential for effective teams. Admitting mistakes or uncertainties humanises leaders and invites collaboration. Vulnerability fosters a culture where employees feel safe to be themselves and share their challenges openly. A leader who openly shares a personal challenge and asks for input on a solution sets the tone for an open, supportive culture. This act of humility often encourages others to do the same, strengthening team cohesion.

Great teams have trust at the heart of their success.? If you don’t trust each other, you’ll play safe.? Trust makes it possible to aim higher.? To leap further and to know someone has your back if you fall. Adam Grant

Action Tip: Admit to a mistake you made recently or ask for help

3. Recognise Contributions

Acknowledging team successes fosters a sense of belonging and pride. Recognised employees are more likely to stay engaged, motivated, and committed to their organisation. Trust grows when employees feel their contributions are seen and valued. Regular, sincere recognition not only boosts morale but also motivates individuals to maintain or even exceed their level of effort. When leaders celebrate team wins, it also signals fairness and shared ownership of success, further solidifying trust.

Action Tip: Take time to understand each of your team members and how they like to be recognised.

Research Insight: Recognition has been shown to boost engagement and reinforce trust (Zak, Trust Factor).

4. Be Consistent in Communication

Clear, predictable communication builds trust over time. Mixed messages or frequent shifts in priorities create confusion and doubt. Employees crave stability and clear direction, especially during times of uncertainty. A leader who regularly updates their team on organisational goals and progress ensures alignment and transparency. Consistent communication also demonstrates respect for employees’ need to stay informed.

Action Tip: Regular update your team on what is happening in the business.

Real-World Lessons on Trust

A Case of Mistrust

At a global manufacturing firm, employees’ engagement scores revealed a critical issue: mistrust in senior leadership. When confronted, the CHRO dismissed the results, claiming it was “just employees complaining.” This defensive reaction only deepened the mistrust, as it signalled a lack of accountability and care for employee feedback. Over time, the organisation saw increased attrition rates and declining performance as mistrust spread.

A Case of Trust-Building

In contrast, a tech company’s new CEO prioritized trust-building during their first 100 days. By hosting town halls, addressing employee concerns openly, and delivering on promised changes, the CEO quickly earned respect and fostered a culture of collaboration. Over two years, the company’s employee engagement scores rose by 40%, with corresponding improvements in productivity and innovation. This proactive approach demonstrated that trust is not just built—it must be nurtured continuously.

The ROI of Trust

High-trust organisations consistently outperform their low-trust counterparts. A Watson Wyatt study found that companies with high trust levels delivered returns to shareholders nearly three times greater than those with low trust.

Start small, but start today. Building trust is a journey, not a destination. Be visible, show vulnerability, and commit to consistent, authentic actions. The impact on your team’s performance and well-being will be worth it.

What’s one action you’ll take this week to build trust with your team? Share your thoughts below!

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Liz Rider is an Organisational Psychologist, LinkedIn Top Voice on Leadership and Former Global Head of Leadership. Her expertise lies in executive coaching, leadership development, and delivering impactful speaking events for large multinationals globally. She believes that work is becoming unsustainable and through human centric leadership, we can change this.