How to build trust in the workplace: seven effective strategies

So, what does it really take to cultivate trust at work?

Let’s explore not just a list of tactics (we’ll get to those), but the deeper ideas and human nuances that make trust possible – and sustainable – within organisations.

1. Make transparency the default, not the reward

People don’t trust what they can’t see. In many organisations, information flows upward much more freely than it flows down. When leadership hoards insight or filters bad news under the guise of “protecting morale”, employees will fill in the blanks themselves – which almost always leads to rumour, not reassurance.

Transparency doesn’t mean sharing everything all the time (that’s chaos); it means clearly communicating the why behind decisions, the how of change and what employees can expect next. The power of strategic communication isn’t necessarily about what’s being said. It’s about when, how and who it reaches.

2. Honour the psychological contract

You might not remember the moment your employer “promised” you autonomy, or when your team leader “agreed” to always have your back, but those expectations exist nonetheless. They make up part of the psychological contract we form at work. When they’re broken (whether it’s sudden micromanagement, unacknowledged burnout or a mid-project goalposts shift), it chips away at trust in ways that formal HR policies can’t always mend.

Building trust means recognising and respecting this contract – and it means consistency. It means being able to say “I got this wrong” when necessary.

3. Leaders must model vulnerability (not just confidence)

We’ve long associated leadership with certainty, strength, resolve. And while those qualities matter, they don’t build trust on their own. Vulnerability – when wielded with care – shows authenticity.

Admitting when you’re unsure, sharing lessons from failure and asking for input (without already having made up your mind) are powerful behaviours that create room for others to be real and upfront, not performative.

Admitting failure = room for growth.

4. Ditch surveillance culture for accountability culture

Trust dies in the shadow of micromanagement. When employees feel constantly monitored – whether via time-tracking tools, excessive check-ins or the unspoken expectation to always be online – it creates a climate of suspicion. Not safety.

The alternative is simple: build a culture where accountability is clear but autonomy is respected. Focus on outcomes instead of optics; when people are given space to do their best work (and trusted to take ownership), most will rise to the challenge.

Of course, this requires a solid framework of mutual expectations. Trust doesn’t mean no boundaries – it means clearly defined ones that allow people to work freely within them.

5. Create real feedback loops

It’s become trendy to say: “We value feedback.” But you can only build trust when feedback leads to something meaningful. If employees raise issues or share ideas, then never hear back – radio silence, no follow-through, not even an acknowledgement – they won’t bother in future.

Effective feedback loops go both ways and are ongoing. That can be regular one-to-ones, pulse surveys with visible action plans or open forums where leaders are present and responsive.

6. Don’t confuse “nice” with “safe”

A workplace can feel warm on the surface but still be fundamentally unsafe. This is often the case when feedback is avoided, underperformance is tolerated to keep the peace, or passive-aggression replaces candour. Niceness alone doesn’t build trust – that’s where brave honesty comes in.

Creating a culture of trust means normalising constructive conflict and respectful disagreement. It’s not easy; it takes skill and, more importantly, practice. But when done well, it becomes the soil from which innovation and inclusion grow.

7. Celebrate integrity more than achievement

This one’s simple, but often missed: what you praise publicly tells people what matters. If the only behaviours rewarded are those tied to speed, output or visibility, trust erodes among those working quietly or ethically behind the scenes.

Thank the people who do the right thing when no one’s looking, and praise those who advocate for others or flag concerns – even when it’s uncomfortable. Recognise employees who are courageous enough to admit they’re feeling burnt out – all these things remind your employees that they matter.

Final thoughts

Building trust in the workplace isn’t a one-off effort or a box-ticking exercise – it’s a constant, living dynamic. It can be nurtured, but also lost to complacency and a hard focus on optics over everything else.

At the end of the day, it’s as much about the culture you create as the systems you run. And, perhaps most importantly, it starts with the everyday: the small signals, the tiny decisions, the tone in your voice when you say “we’ll figure this out together.”