In Part 1 of this series, we looked at why trust is essential to the health of organizations—and the behavioral signals that make leaders more trustworthy. But trust isn’t built on intentions alone. HR professionals, supervisors, and executives must embed trust into their processes, systems, and culture.
Building Trust Across the Organization
- Start with Self-Awareness
Trust starts with consistency. Leaders who know their values, acknowledge mistakes, and follow through on promises model reliability and humility. This builds psychological safety for others to do the same.¹
- Communicate Often and Honestly
Transparency isn’t just about disclosing big decisions—it’s about everyday clarity. Explain the ‘why,’ admit when you don’t know something, and invite feedback. Authentic communication is one of the fastest trust-builders in any organization.²
- Act on Feedback
Soliciting feedback without taking action can erode trust. Show employees how their input is considered and follow up even when changes can’t be made. This closes the loop and reinforces that their voices matter.³
- Empower Teams
Micromanagement kills trust. Equip people with clear expectations, tools, and authority—then give them space to deliver. Empowered employees are more confident and committed.⁴
- Address Issues Promptly
Trust thrives in accountability. When tough decisions or interpersonal conflicts arise, address them directly, respectfully, and in alignment with organizational values. Delayed action can feel like avoidance.⁵
Red Flags That Signal Erosion of Trust
Trust isn’t only built—it’s also at risk of being eroded. Here are a few warning signs to watch for:
- Silence in meetings or disengaged participation
- Increased turnover or internal transfers
- Passive-aggressive communication or blame-shifting
- Resistance to change or lack of innovation
The Role of HR in Rebuilding Trust
When trust is broken, HR must guide the healing process. That means:
- Listening without defensiveness
- Clarifying what went wrong and why
- Involving employees in solutions
- Re-committing to transparency and follow-through
HR can also use engagement surveys, policy reviews, and leadership development programs to strengthen trust-based behaviors such as active listening, straight talk, and accountability.
Trust as a Character and a Competency
Stephen M. R. Covey, in “The Speed of Trust”, writes that trust is not just a soft virtue—it’s a measurable, learnable skill.⁷ He defines trust as a combination of character (integrity and intent) and competence (capability and results).
This distinction matters: A well-intentioned leader with poor follow-through might be liked but not trusted. Conversely, a capable person who lacks transparency or empathy can create suspicion.
Executives, HR leaders and supervisors should regularly reflect: Am I communicating both character and competence in my actions? Ask yourself: “What am I doing each and every day on purpose to build and reinforce trust with my employees, peers, and customers?”
Bringing It All Together: What Will You Do With This?
Trust isn’t a one-time initiative—it’s a daily practice that shows up in your tone, your follow-through, your policies, and your presence. Whether it’s in a hiring decision, a performance review, or a hallway conversation, trust is built—or broken—in the moments that feel small.
So, here’s your challenge:
- Look inward: What messages are your actions sending—intentionally or unintentionally?
- Look around: Where might trust be eroding on your team? What are the warning signs?
- Look ahead: What specific steps can you take in the next 30 days to build or repair trust in your workplace?
Your “trust audit” assignment: Pick one process or practice—performance feedback, onboarding, communication habits, team check-ins—and ask yourself:
- “How is this helping (or hurting) trust in our organization?”
- “What’s one thing we could do differently to improve it?”
Trust isn’t just something we talk about—it’s something we build through clarity, consistency, and courage.
Citations
- Hutcheson, S. (2024). “5 signals that make you instantly more trustworthy at work.” Fast Company. https://www.fastcompany.com/
- Fast Company Editors. (2024). “Building trust through vulnerability and transparency.” https://www.fastcompany.com/
- Klotz, A. (2024). “Here’s what happens when employees don’t trust their leadership.” Fast Company. https://www.fastcompany.com/
- HBR Editors. (2022). “Trust and accountability in high-performing teams.” Harvard Business Review. https://hbr.org/
- Fast Company Editors. (2024). “10 mistakes leaders make in crisis that break team trust.” https://www.fastcompany.com/
- Covey, S. M. R. (2006). “The Speed of Trust: The One Thing That Changes Everything”. Free Press.