Building High-Trust Workplace Cultures

Photo by Yan Krukau

In my 30+ years of working with organizations and their leaders, the topic that surfaces more than any other is trust (followed closely by “communication”).  Workplace culture isn’t just a "nice-to-have"—it’s the foundation that allows us to imagine possibilities together, take risks, engage with belief that others around us will support, not punish our learning or small missteps. In today’s fast-paced, AI-focused and often contentious world, leaders have to work as hard as ever to nurture the humanity that is at the core of organizational success. Trust is the invisible thread that connects teams, empowers leaders, and drives organizational health. But how can leaders intentionally cultivate trust within their organizations?

According to neuroscientist and author of Trust Factor, Paul Zak, high-trust workplaces experience:

• 74% less stress
• 50% higher productivity
• 76% more engagement
  

Trust isn’t a magic wand that we wave–”Poof! I want us to have more trust!” It’s a skill with associated practices that are demonstrated consistently and authentically–even in times of uncertainty.

1. Trust Begins with Leadership Micro-Actions

Think about any relationship in your life. The key to its success isn’t based on grand gestures–it’s about consistent micro-actions that signal integrity, reliability, and care. The same is certainly true for workplace relationships. We build and nurture trust through small acts. Likewise, employees watch leaders closely, interpreting their behavior as a benchmark for workplace norms.

Here’s how you can lead with trust:

• Consistency matters: Follow through on your commitments, no matter how small. Broken promises—even unintentionally—undermine credibility.
• Transparent communication: Share not just what decisions are made, but why they’re made. Employees are more likely to trust leadership when they understand the rationale.
• Extend trust: Empower your team by delegating meaningful responsibilities. Demonstrating trust in their capabilities strengthens engagement and loyalty.

2. Trust is a Two-Sided Coin: Trusting vs. Being Trustworthy

Building a high-trust culture requires leaders and employees to operate on both sides of the trust equation:

• Being Trustworthy: This means keeping promises, maintaining integrity, and acting in a way that consistently aligns with shared values. Employees need to see leaders as dependable, honest, and accountable.
• Trusting Others: Extending trust demonstrates belief in your team’s skills and judgment. Leaders who micromanage or withhold trust create an environment of fear and disengagement.

Both aspects are critical because one-sided trust creates imbalances that undermine relationships and erode collaboration.

3. Case Study: Rebuilding Trust After Organizational Change

Scenario: A mid-sized tech company announced a restructuring plan that left employees feeling uncertain about their roles. Trust in leadership plummeted as rumors circulated about potential layoffs.

What the CEO Did:

1. Held open forums to address employee concerns directly, demonstrating transparency.
2. Invited employees to co-design solutions for role clarity and team alignment.
3. Recognized and celebrated the team’s resilience throughout the transition.

Result: Over six months, engagement scores improved by 20%, and retention rates stabilized. Employees reported feeling more connected to leadership, highlighting the importance of transparent communication and shared problem-solving.

4. Foster Peer-to-Peer Trust for Stronger Team Dynamics

While leadership sets the tone for trust, true cultural transformation happens when trust extends across the organization—especially between peers. Teams thrive when members feel they can rely on each other for collaboration, support, and shared accountability.

How to strengthen team trust:

• Encourage vulnerability: Foster team-building activities that allow employees to share their challenges, aspirations, and authentic selves.
• Reinforce shared goals: Regularly revisit team objectives to keep everyone aligned and invested in mutual success.
• Address conflict constructively: Provide tools and training to ensure disagreements are resolved in ways that preserve relationships and respect.

Trust and Trustworthy

Trust is a two-sided coin: trusting and being trustworthy. Both aspects are equally important for building a thriving workplace culture. Leaders must demonstrate their trustworthiness to earn the confidence of their teams while also extending trust to their employees to empower and engage them.

5 Actions to Demonstrate Trust

1. Share power. Delegate responsibilities and allow team members autonomy in decision-making.
2. Listen to understand. and give employees space to share their ideas without fear of criticism.
3. Be transparent about organizational decisions and communicate openly.
4. Encourage experimentation. Avoid using “failure” and replace it with “learning”.
5. Celebrate positive contributions. Catch people behaving in ways that reinforce organizational values. Highlight those positive behaviors, and encourage more of them. 

5 Actions to Demonstrate Trustworthiness

1. Walk the walk. Always follow through on your commitments—no matter how minor.
2. Be honest and transparent. Admit when you don’t have all the answers and seek input from your team.
3. Maintain confidentiality. Gossip and sharing sensitive information is never healthy, and reflects poorly on your character more than the person about which you may be talking.  Address issues directly and constructively rather than avoiding or deflecting.
4. Be humble, ethical, kind. Stand firm on your honorable values, and those of your organization, even under pressure.

Building a high-trust culture isn’t a one-time effort—it’s an ongoing commitment. Start small: check in with your team, reflect on how your leadership behaviors are perceived, and ask for feedback on how you can improve.

Trust takes time to build but seconds to break. Lead with intention, act with integrity, and watch as trust transforms your organization into one where people feel valued, motivated, and connected.