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What’s the Best Way to Build Trust at Work?

• Julian Zlatev,
• Justin Berg

Acknowledge your colleague’s difficult emotions.  

The one thing that’s been hit hardest because of the pandemic might be our ability to trust. While some of us will be going back into the office soon, others will not be going back at all, and most of us will only be there for a few days a week.

• Trust is a conviction that is built slowly, over a long period of time, through repeated interactions. How can we build trust under these circumstances?
• Recent studies have shown how acknowledging the emotions of others can foster trust. The act of verbally recognizing someone else’s feelings is perceived as an effortful act and can help form deeper connections with them.
• But not all acknowledgments work equally.  When emotional acknowledgment is seen as motivated by selfish reasons it is not as effective because people assume that the act is done for personal benefit, rather than to help others. It may also be less effective in competitive settings, where people might question the intent of the acknowledger.

Recent research suggests that our mass shift to working from home during the pandemic has started to corrode our trust in our colleagues . Trust is a conviction that is built slowly, through repeated interactions that take place over a long period of time.

• Alisa Yu graduated from the Stanford School of Business with a PhD in Organizational Behavior. Her research focuses on how people make sense of and talk about emotions at work. She is currently working as a People Scientist at Humu.  
• Julian Zlatev is an Assistant Professor of Business Administration at Harvard Business School. His research focuses on understanding why people engage in prosocial behaviors such as charitable giving and volunteering, as well as what makes people seem trustworthy to others.
• Justin M. Berg is an Assistant Professor of Organizational Behavior at the Stanford Graduate School of Business. His research focuses on creativity and innovation. He studies how to successfully develop, evaluate, and implement creative ideas in and outside organizations.

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How trust affects your ability to communicate and how to fix it.

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There is an old phrase emphasizing the skill of a person in sales that, “They could sell ice to Eskimos.” My colleague Jack Zenger and I wanted to test the power of communication and persuasion versus trust. Visualize a leader that has the ability to always say the right thing in the right way, but is untrusted. Compare that with a leader who is highly trusted but either can’t or won’t communicate well. We found many leaders capable of effective communications who have a preference to say as little as possible often. These leaders assume that others are well informed and don’t need additional communications. I had the question, which influences opinions of others the most communications ability or trust.

To test this question, we had a dataset of 97,872 leaders who had been evaluated on their effectiveness by 509,097 direct reports. On average each leader had been evaluated by 5.2 direct reports. We asked all direct reports to indicate the extent to which they would “recommend this organization as a good place to work.” We also had the direct reports rate the leader’s effectiveness on communicating effectively and trust. We then divided leaders into four groups based on quartile distributions on both communication and trust. To conduct more of an experimental design, we randomly selected 50% of the cases for each group. The results are shown in the graph below. The group of leaders rated low on communication but high in trust had direct reports who were significantly more likely to recommend their organization as a good place to work (T Value = 3.179, Sig= 0.002).

Trust versus Communication

Trust is Critical in Communications

Trust is a critical element in effective communications. Often when leaders need to make an important presentation, they will spend a great deal of time and effort working on their delivery and making sure they have the right content. This research reveals that they also ought to spend time on ensuring that they have the high levels of trust. What can a leader do to ensure that they are more trusted in giving a presentation? There are three key factors that help to build trust.

1.  Positive relationships. In general, we trust those we like and distrust those we dislike. There are a few specific ways that you can do more to build positive relationships. First, be inclusive and appreciative of those who may think, look or act different than you. No one likes to be excluded. Second, make your speech developmental to others. Help others to learn new skills that will make them more effective. Sharing information with others may provide insights but helping others build new skills will be highly valued and appreciated. Third, give honest feedback in a helpful way with an emphasis on the positive. Most groups and people do more things right than they do wrong, so recognize people for what they do right and help them improve on a few weaknesses.

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2.   Provide others with new insights and information that will benefit them. We trust others who have expertise that we don’t have. It’s never very interesting to have someone tell you what you already know. By adding additional depth and providing new insights, it makes the information you are sharing more compelling and helpful.

3.  Be consistent. We trust people that do what they say and walk their talk. It is far too easy to make promises that can’t be fulfilled. People may not remember anything else from a presentation, but if you promise people that something good is going to happen or that something bad will never happen, that is what others always remember.

You can only sell ice to Eskimos if they trust you, and if they trust you then they probably need the ice. But if they buy the ice and they did not need it, they will never buy ice from you again. Trust is the leverage you have to communicate well or to be ignored. As you attempt to communicate with others ask yourself the questions, “Do they trust me?” “What can I do to increase my trust?” “Is there something I am promising that might cause them to lose trust in me?” Turns out that those leaders who were both high in trust and communication had a significant improvement in their ratings from their direct reports on recommending their organization as a good place to work, (i.e., ratings went to the 60 th  percentile).

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Building Trust: The Core Value that Adds Value

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How to build trust in the workplace: 10 effective solutions

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The basics — what is trust?

The two types of trust that you need to know, why building trust is crucial in any relationship, ten of the most effective ways to build trust, building trust doesn’t happen overnight.

Learning how to build trust at work is critical if you’re going to be successful as an employee, a manager, or an effective leader. Oftentimes, the first step to building trust is building rapport . 

If you don’t have trust, it’ll be more difficult to communicate and coordinate with your peers or colleagues. 

You may get passed over for promotions in favor of someone more trustworthy. In extreme cases, a lack of trust can even bring down your entire team or organization.

Unfortunately, the truth is that most people haven’t been taught how to build trust.

Thankfully, there are proven and effective ways to build trust in the workplace.

We’ll take a look at a step-by-step process that you can use to start building trust in the workplace today. But first, let’s quickly review the basics of trust and the two main types of trust.

You might not even be sure how to define trust. So let’s start there. When we discuss trust, we are talking about:

• Being able to have a sense of security and confidence when dealing with someone
• Having the ability to predict that someone will act in specific ways and be dependable
• Earning a level of credibility that has built up over time

Trust is a critical part of all interactions that we have as humans. It also plays an integral role in  communicating in the workplace . 

How long would you be the client of an accountant or lawyer if you didn’t trust that they had your best interest at heart? How long would you stay in a relationship or maintain a friendship with someone you didn’t trust?

But figuring out how to trust someone can also be as important as being trustworthy yourself.

Unfortunately, the statistics show that  people trust each other less  today than 40 years ago.

At an individual level, you need to have mutual trust with your romantic partners, family members, and friends.

The same is true in the workplace. You need to have a sense of trust built up with your coworkers. A high level of trust creates a  more positive employee experience . It also leads to a  more productive workplace  where people feel safe and respected.

But we never get explicitly taught how to build trust in school or anywhere else. Learning how to trust is something we’re just expected to develop as we grow up. 

Some people naturally excel at building trust. For others, the trust-building process we’ll discuss below may be entirely new.

Why should you care about trust at work?

When trust breaks down, you’ll notice an obvious shift in how someone speaks and acts around you. 

People who work at high-trust companies  experience 74% less stress . The opposite is also true. A low-trust work environment can be stressful for everyone involved.

A boss or manager who doesn’t trust you is less likely to give you freedom and flexibility to work on your own terms. They’ll be more likely to micromanage you and carefully check your work.

Coworkers who don’t trust you are unlikely to collaborate with you or help you out. You also likely won’t get invited to after-work gatherings and events.

Building trust in teams from the beginning and maintaining it is crucial. Once your credibility starts to slip, people may see you as less reliable. 

Since people are unlikely to befriend untrustworthy people, your perception at work may continue to fall.

Especially now, with more people working from home as part of a virtual team,  trust is more important than ever . A remote team must have a high level of trust.

When we talk about building trust, there are actually two distinct types of trust that you should know about.

These types of trust are developed in different ways. Both are important and work together synergistically. So it’s critical that you simultaneously develop both types of trust.

The two types are practical trust and emotional trust.

1. Practical trust

This is the more traditional type of trust, and the one that usually first comes to mind when thinking about how to trust someone. 

You earn this kind of trust by being a hard-working employee. You show up on time. You get your work done and meet deadlines.

Earning this kind of trust will get you the reputation of being someone who’s reliable and competent. When you say you’ll do something, you actually do it.

Without this kind of trust,  people will micromanage you . Communication can break down, and productivity will decrease.

Keep in mind: employers building trust with their staff is just as important as the other way around. Whether you’re a manager or an entry-level employee, it’s crucial that you build trust with those around you. 

2. Emotional trust

People are less likely to be aware of this type of trust. You create emotional trust by going above and beyond what’s expected of you, and creating meaningful bonds with your team. It requires a level of emotional intelligence. 

Successful leaders  tend to have higher levels of emotional intelligence, so this is definitely a good skill to start developing. 

If you’ve ever had a best friend at work, then there’s likely a lot of emotional trust between you. 

You knew that you had each other’s backs. You treated each other with respect. And you felt comfortable sharing ideas, thoughts, and feelings that you may not have expressed with other coworkers.

Building trust in this way is more complex as it doesn’t  follow a set formula . It’s more about networking and relationship building.

Emotional trust is even something that can be built at an organizational level. 

Take Netflix, for example. 70% of their employees on Glassdoor would recommend working at Netflix to a friend. 

We would argue this is because Netflix hires with inclusivity and integrity in mind. Their employees work in a high-trust environment. They are also given more decision-making and information-sharing freedom.

Learning how to build trust in the workplace (and anywhere else) is necessary if you want to create lasting relationships.

In romantic relationships, a lack of trust is one of the  primary reasons for divorce . Learning how to trust someone again can be difficult after such a situation.

In the workplace, Millennials are  22x more likely  to work for a company with a high trust culture.

Whether you’re building trust in teams or between individuals, the end goal is the same. You want to create an environment where people feel comfortable sharing their thoughts and helping each other out. 

To have a sense of well-being and good mental health, we need to know that other people understand us and have our best interests at heart. This comes with having high levels of trust. 

It gives us peace of mind to know that everyone is working together as a team.

Being trustworthy also  makes you more likable . It makes you more likely to get promoted or be positively recommended by colleagues. It unlocks potential for new or faster growth within your company.

It’s not just people that do better in high-trust environments either. Companies with high-trust workplace cultures  perform nearly 2x better  than the general market in terms of earnings.

Once trust is lost in any relationship, it can create an awkward feeling like something is off-balance. 

Things just don’t flow smoothly. Even if you can’t quite put your finger on why. While trust initially takes time to build up, it’s even harder to get back once you break it.

Now that you know what trust is, and why it’s so important, it’s time to learn how to build trust in your own life and workplace. You need to take actionable steps to build trust. It won’t happen automatically.

Below is a step-by-step list that will outline how to build trust with nearly anyone. 

1. Value long-term relationships

Trust requires long-term thinking. It might seem convenient in the moment to blame someone else or to make decisions that benefit you in the short term. But before you act, think about how they may affect how others perceive you in the future.

2. Be honest

Developing a reputation as someone who is dishonest is one of the fastest ways to erode trust. Always tell the truth, even if it’s awkward; don’t give people an opportunity to catch you in a lie.

3. Honor your commitments

A trustworthy person does everything in their power to stick to agreements they’ve made. If you make a promise, follow through on it. Avoid making promises that you might not be able to keep.

4. Admit when you’re wrong

People don’t like to hear excuses. If you do something wrong, it’s best to just be upfront about it. If you realize you were incorrect about something, own up to it. 

Being vulnerable enough to admit fault can humanize you and make you appear more trustworthy. Admitting mistakes is also part of being honest.

5. Communicate effectively

Trust can be easily damaged by miscommunication. Try your best to communicate in a way that doesn’t leave room for misinterpretation.

If you aren’t sure about something during a conversation, ask questions to clarify. 

Listening is just as important as speaking for effective communication. Make sure that you give others a chance to talk. It will show that you care if you genuinely listen.

6. Be vulnerable

Being open about your emotions and showing some feelings can  help with building trust . It shows that you care and that you're a person too. 

Don’t be afraid to let coworkers know if something has upset you or stressed you out.

This one needs to be approached carefully. You don’t want to go telling all of your coworkers' overly-personal details. 

A level of emotional intelligence  is needed to make sure that you aren’t over-sharing or under-sharing. Begin by sharing gradually. Done correctly, opening up about your feelings can strengthen a trusting relationship.

7. Be helpful

Someone who is trustworthy will tend to go out of their way to help people if they can. Not because of some agenda or because they expect to get something out of it. But because they're genuinely a good person.

Maybe you’ve done all of your work for the day. You could just sit at your desk browsing the internet. Or you could be helpful. 

If you notice a coworker who is struggling with their own workload, offer to help. Or ask your manager if there’s anything extra you can take on. Also, there is never any harm in giving guidance and advice to that new hire who seems overwhelmed. 

8. Show people that you care

People will naturally trust you more if they feel like you’re truly interested in them. Remembering little details like the name of a coworker’s child, or asking how their weekend was is a good place to start.

You’ve probably worked with someone who seemed to be in their own bubble. They didn’t seem to care about anyone else besides themselves. You’ve likely also worked with someone who was friendly and regularly checked in to see how you were doing. Which person did you find more trustworthy?

Even something as simple as remembering and saying someone’s name can show that you care. As Dale Carnegie once said, “A person’s name is, to that person, the sweetest, most important sound in any language.”

9. Stand up for what’s right

People respect honesty. 

While some bosses may like “yes” people who agree with everything they say, the best leaders value insights and opinions. Don’t sacrifice your values and what you believe just to appease your manager or try to get ahead. This will decrease trust with others.

10. Be transparent

As long as you can explain what you’re doing and why you’re doing it, most people will be able to understand.

Don’t keep secrets or hoard information for yourself. The people you’re building trust with are usually people on your team that you should be working collaboratively with. Share the information with them that they need to succeed too.

Learning how to build trust effectively will help you in all your relationships. You need to know how to build trust in the workplace if you want to progress. But it’s also for personal relationships as well.

When it comes to building trust, try to keep a long-term approach. Be honest, honor your commitments, admit when you’re wrong, and you’ll be well on your way to being seen as a trustworthy person.

Figuring out how to build trust doesn’t have to be difficult if you follow the steps we’ve outlined. Now it’s time for you to start taking steps to build more trust in your own life. 

If you want more support, reach out and discover how coaching can help you advance in life and your career.

Understand Yourself Better:

Big 5 Personality Test

Maggie Wooll, MBA

Maggie Wooll is a researcher, author, and speaker focused on the evolving future of work. Formerly the lead researcher at the Deloitte Center for the Edge, she holds a Bachelor of Science in Education from Princeton University and an MBA from the University of Virginia Darden School of Business. Maggie is passionate about creating better work and greater opportunities for all.

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The Importance of Trust

Apr 05, 2019

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The Importance of Trust. October 23, 2007 Dr. Sandra Lindsay. What is trust? Why does it matter?. Trust Building Activity. Car-Car Listen carefully to the directions given by the presenter. Complete the activity. Analyze the importance of trust to the successful completion of this activity.

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• intensive case study research
• different school communities
• break confidences
• violate expectations

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The Importance of Trust October 23, 2007 Dr. Sandra Lindsay

What is trust?Why does it matter?

Trust Building Activity • Car-Car • Listen carefully to the directions given by the presenter. Complete the activity. • Analyze the importance of trust to the successful completion of this activity.

“Car-car,” was developed by David Earl Platts of the Findhorn Foundation. Trust and responsibility are two very important qualities in leaders and followers. This activity will help you experience how you feel about trust. Choose two people from each group. This is a silent exercise. Car-Car

One person, “the car,” stands in front with his or her eyes closed and hands held in front of the chest with palms outward as your bumpers. The second person, “the driver,” with eyes open, stands behind with hands on the shoulders of the car. Keeping his/her eyes open, the driver will steer the sightless car around the area, avoiding collisions with other pairs. Remember that the safety of the other person is your responsibility, so you must show compassion and care. Any questions? Car-Car, continued

Examining Trust • Look at the “Personalities” on the cards assigned to your group. • How would trust factor into your working relationship with these individuals? • In your group, discuss what elements of trust are exhibited or omitted by the characters.

The Importance of Trust • Anticipating the emotional effects that decisions and actions might have on others • Responding tactfully and respectfully in emotional situations • Eliciting the perceptions, feelings, and concerns of others • Recognizing that conflict is inevitable and using it to strengthen relationships

Trust • Following through on commitments and keeping one’s word • Using the name of the other person when conversing with him or her • Showing courtesy and respect • Questioning, clarifying, and correcting others in a positive and professional manner

Trust • Suggesting compromises • Paraphrasing the speaker’s views, feelings, and concerns • Helping others save face when taking a different position (Muse, Sperry, Voelker, Harrington, & Harris, pp. 1-23)

Trust in Schools …a growing body of case studies and clinical narratives directs our attention to the engaging but elusive idea of social trust as essential for meaningful school improvement. Anthony S. Bryk and Barbara Schneider

Trust in Schools …we conducted almost a decade of intensive case study research and longitudinal statistical analyses from more than 400 Chicago elementary schools. We spent approximately four years in 12 different school communities observing school meetings and events; conducting interviews and focus groups with principals, teachers, parents, and community leaders; observing classroom instruction; and talking to teachers about the progress and problems in their reform efforts. Anthony S. Bryk and Barbara Schneider

Trust • High trust • “Growing trust” • Low trust • Two out of three tell the story!

The Speed of TrustStephen M. R. Covey Dr. Sandra R. Lindsay

The Economics of Trust Trust = Speed Cost Trust = Speed Cost

The 4 Cores of Credibility • Integrity Character • Intent • Capabilities Competence • Results

Activity • Take the deck of cards at your table or share with a small group around you. • Covey’s 13 behaviors are on one set of cards and the “opposite” of each behavior is found on a card in the other deck. Spend some time talking about the behaviors and their opposites as you match the behavior and its opposite together.

Behavior 1: Talk Straight • Be honest. • Tell the truth. • Let people know where you stand. • Use simple language. • Call things what they are. • Demonstrate integrity. • Don’t manipulate people or distort facts. • Don’t spin the truth. • Don’t leave false impressions.

Behavior 2: Demonstrate Respect • Genuinely care for others. • Show you care. • Respect the dignity of every person and every role. • Treat everyone with respect, especially those who can’t do anything for you. • Show kindness in the little things. • Don’t fake caring. • Don’t attempt to be “efficient” with people.

Behavior 3: Create Transparency • Tell the truth in a way people can verify. • Get real and genuine. • Be open and authentic. • Err on the side of disclosure. • Operate on the premise of “What you see is what you get.” • Don’t have hidden agendas. • Don’t hide information.

Behavior 4: Right Wrongs • Make things right when you are wrong. • Apologize quickly. • Make restitution where possible. • Practice “service recoveries.” • Demonstrate personal humility. • Don’t cover things up. • Don’t let pride get in the way of doing things right.

Behavior 5: Show Loyalty • Give credit freely. • Acknowledge the contributions of others. • Speak about people as if they were present. • Represent others who aren’t there to speak for themselves. • Don’t bad mouth others behind their backs. • Don’t disclose others’ private information.

Behavior 6: Deliver Results • Establish a track record of results. • Get the right things done. • Make things happen. • Accomplish what you’re hired to do. • Be on time and within budget. • Don’t overpromise and underdeliver. • Don’t make excuses for not delivering.

Behavior 7: Get Better • Continuously improve. • Increase your capabilities. • Be a constant learner. • Develop feedback systems—both formal and informal. • Act on the feedback you receive. • Thank people for feedback. • Don’t consider yourself above feedback. • Don’t assume today’s knowledge and skills will be sufficient for tomorrow’s challenges.

Behavior 8: Confront Reality • Address the tough stuff directly. • Acknowledge the unsaid. • Lead out courageously in conversation. • Remove the “sword from their hands.” • Don’t skirt the real issues. • Don’t bury your head in the sand.

Behavior 9: Clarify Expectations • Disclose and reveal expectations. • Discuss them. • Validate them. • Renegotiate them if needed and possible. • Don’t violate expectations. • Don’t assume that expectations are clear or shared.

Behavior 10: Practice Accountability • Hold yourself accountable. • Hold others accountable. • Take responsibility for results. • Be clear on how you’ll communicate how you are doing—and how others are doing. • Don’t avoid or shirk responsibility. • Don’t blame others or point fingers when things go wrong.

Behavior 11: Listen First • Listen before you speak. • Understand. • Diagnose. • Listen with your ears—and your eyes and heart. • Find out what the most important behaviors are to the people with whom you’re working. • Don’t assume you know what matters most to others. • Don’t presume you have all the answers—or all the questions.

Behavior 12: Keep Commitments • Say what you’re going to do, then do what you say you’re going to do. • Make commitments carefully and keep them. • Make keeping commitments the symbol of your honor. • Don’t break confidences. • Don’t attempt to PR your way out of a commitment you’ve broken.

Behavior 13: Extend Trust • Demonstrate a propensity to trust. • Extend trust abundantly to those who have earned your trust. • Extend conditionally to those who are earning your trust. • Learn how to extend trust appropriately to others, based in the situation, risk, and credibility (character and competence) of the people involved. But have a propensity to trust. • Don’t withhold trust because there is risk involved.

Activity: Trust Behaviors • Use the first grid in each block on the activity sheet provided to rate yourself in each of the trust behaviors. • Use the second grid in each block to rate your organization in each of the trust behaviors. • Decide what you can do next to make the biggest difference in your personal behavior and in your organization to make a difference.

Regaining Trust Whether you lose the trust of others through a conscious act of betrayal, poor judgment, an honest mistake, a failure of competence, or a simple misunderstanding, the path to restoration is the same—to increase your personal credibility and behave in ways that inspire trust.

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TU InvestGroup

Invest in the countries of the Eurasian Economic Union! «Trust-Union Investment Group» (TUIG) is glad to offer all interested parties its assistance in supporting liberal and developing Eurasian Economic Union businesses. The TUIG partners have intention to work with us because: the TUIG is a leading investment consulting company of EEU, contributing own and attracted resources to each project in its work the TUIG pursues principles of professionalism, equal partnership and transparency the TUIG is ready for a long-term cooperation. Search of partners The TUIG is in a search of establishing cooperation with new capital sources. It should be noted, that the TUIG has gained the confidence of a business partners network both in Central Asia, and out of its territory. Search of business projects for investment, search of the ready business for sale, search of business partners, analysis of the investment corporate strategy and business models recommendations as to a choice of investment methods and formation of partnership relations revealing potential business risks and helping the business of values maximization professional approach when carrying out a project marketing and financial analysis and its presentation to potential financial and strategic partners.

TUIG is also involved in implementing of various international development projects:

• Microfinance, A2F, rural finance, banking, MIS solutions, digital finance;
• PFM reforms,
• Good governance consulting;
• Financial management, accounting, reporting consutling services;
• Researching and Due Diligence for international donors and others.

These projects have been implemented by the company and its experts for different donors such as: WB, ADB, EBRD, GIZ, USAID, EU, UN and others.

TUIG is the central point of contact for Eurasian Economic Union foreign investments. We see ourselves as facilitators who support EEU companies in their international business activities and foreign companies looking to locate to EEU.

Our Mission

As the investment and consulting boutique directing you in the EEU, TUIG is tasked with the following:

• Securing the success of EEU’s small and medium-sized enterprise (SME) sector in international competition;
• Strengthening EEU as a business location by attracting foreign direct investment;
• Positioning EEU as one of the most attractive business locations internationally.

Company details

Offices location:.

• HQ in Moscow City, Russia
• Regional office in Central Asia, Bishkek City

http://www.trustinvestgroup.org

Corporate e-mails:

[email protected] [email protected]

Year founded

Company type.

Private Company

Company size

11-50 employees

Specialties

Investment & Asset management, Legal support, FM & Financial consulting, Marketing research & analytics, Search of business projects for investment, and Search of the ready business for sale. PAR and PFM reforms are vital for developing countries and TUIG has an extensive roster of various international, regional and local experts in PFM, Financial sector, Financial management and Legal fields.

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