How Can Managers Build Trust With Their Teams?
Trust is one of the foundations of a high-performing team.
When people trust their manager, they are more likely to share concerns early, ask for help, contribute ideas and take ownership of their work. When trust is low, communication becomes cautious, collaboration weakens, and employees may spend more energy protecting themselves than solving problems together.
This matters in every workplace, but it is particularly important in hybrid and flexible teams. Managers cannot rely on visibility, proximity or informal office interactions to understand how people are doing. Trust has to be built deliberately through everyday behaviours.
Trust is not primarily about charisma. It is built through reliability, open communication, fairness, active listening and genuine care for people. It is also built when managers give people the autonomy and support to do their work well.
The UK Health and Safety Executive’s Management Standards identify support, relationships, role clarity, control and change as important areas of work design. When these are poorly managed, they can contribute to stress, poorer health and lower productivity. For managers, this is a useful reminder that trust is not simply a “soft skill”; it affects how safely, confidently and effectively people are able to work.
1. Do What You Say You Will Do
Trust grows when people know they can depend on their manager.
This does not mean managers must have every answer or never make mistakes. It means they should be clear about commitments, follow through where possible and communicate early when something changes.
Small promises matter. If a manager says they will review a proposal, raise an issue with senior leaders or come back with an answer after a meeting, employees notice whether that happens. When commitments are repeatedly missed without explanation, people can begin to question whether their manager is reliable or whether their concerns matter.
To build trust through reliability:
Be realistic about what you can commit to.
Confirm actions and deadlines after important conversations.
Provide an update if a deadline changes.
Explain what has happened when you cannot deliver what was promised.
Take accountability rather than shifting blame.
Reliability creates predictability. Predictability helps people feel secure enough to focus on their work, raise concerns and make decisions with confidence.
2. Communicate Openly and Honestly
Employees do not expect managers to know everything. They do expect honesty.
Open communication helps reduce uncertainty, particularly during periods of organisational change. The HSE’s guidance on change recommends timely information, meaningful consultation and opportunities for employees to influence proposals that affect their work. It also emphasises the importance of helping people understand the likely impact of change on their role.
Managers cannot always share every detail. Some information may be confidential, incomplete or still under discussion. However, silence can create speculation and weaken trust. A manager can communicate openly without overpromising by saying:
“This is what we know at the moment.”
“This is what has not yet been decided.”
“I cannot share more detail yet, but I will update you by Friday.”
“I do not have the answer today, but I will find out.”
“This decision may be difficult, and I want to explain the reasons behind it.”
People are often more likely to trust a manager who is honest about uncertainty than one who tries to appear certain or avoids difficult conversations.
Open communication also means explaining decisions. Employees may not agree with every decision, but they are more likely to respect it when they understand the reasoning, the constraints and the next steps.
3. Listen More Than You Speak
Trust is strengthened when employees feel heard.
Listening is not simply waiting for someone to finish speaking. It involves giving people space to explain their perspective, asking thoughtful follow-up questions and demonstrating that their input has been understood.
The HSE recommends active discussion with employees as part of identifying workplace issues and developing practical improvements. This principle applies directly to team management. Managers are more likely to identify risks, obstacles and opportunities when employees feel safe enough to speak honestly.
Practical ways to listen more effectively include:
Holding regular one-to-one check-ins.
Asking open questions, such as “What is working well?” and “What is getting in the way?”
Avoiding the urge to solve every problem immediately.
Summarising what you have heard to check understanding.
Asking for feedback on your own management approach.
Following up on issues that employees have raised.
Active listening also helps create psychological safety. When people know they can raise a concern without being dismissed, embarrassed or punished, they are more likely to share information that helps the team improve.
The goal is not to agree with every viewpoint. It is to show that people can speak honestly and be treated with respect.
4. Show Genuine Care for People
Employees are more likely to trust managers who see them as people, not simply as resources.
Genuine care does not require managers to intrude into employees’ personal lives. It means taking an interest in what people need to do their work well, understanding individual motivations and responding with empathy when circumstances are difficult.
The World Health Organization recommends that employers strengthen managers’ capacity to recognise and respond to distress, communicate openly and listen actively. It also recommends organisational action that addresses working conditions and workplace risks, rather than placing responsibility only on individuals to cope.
For managers, this means care should be practical as well as personal. It can include:
Checking whether workloads are realistic.
Asking what support or resources someone needs.
Making reasonable adjustments when appropriate.
Recognising when someone may need flexibility.
Taking concerns about wellbeing seriously.
Supporting development goals and career aspirations.
Being present and attentive during difficult periods.
Everyday interactions shape perceptions of trustworthiness. A manager who remembers an important concern, follows up after a difficult week or makes time for a meaningful conversation communicates that people matter.
Care also includes boundaries. Managers should not attempt to become counsellors or take responsibility for issues beyond their role. They should, however, know what support is available and help employees access it when needed.
5. Be Fair and Consistent
Perceived unfairness can erode trust quickly.
Employees pay close attention to how decisions are made, who receives opportunities and whether expectations are applied consistently. Favouritism, unclear standards or different rules for different people can damage team relationships even when the manager’s intentions are positive.
The HSE’s guidance on workplace relationships emphasises promoting positive behaviours, avoiding conflict and dealing with unacceptable behaviour. Fairness is central to this. Teams are more likely to work well when people believe they will be treated respectfully and that concerns will be addressed appropriately.
Managers can strengthen fairness by:
Setting clear expectations for everyone.
Explaining how decisions are made.
Applying standards consistently.
Giving people equitable access to information and opportunities.
Addressing inappropriate behaviour rather than ignoring it.
Being aware of unconscious bias in allocation, feedback and recognition.
Inviting challenge when a decision may appear unfair.
Fairness does not mean treating every person identically. People may need different levels of support, flexibility or development based on their role and circumstances. It means making decisions thoughtfully, transparently and consistently.
When employees understand the reasoning behind a decision, they are more likely to see it as fair, even if the outcome is not their preferred one.
6. Empower Rather Than Control
Managers build trust when they demonstrate trust in their employees.
Micromanagement can signal that a manager does not believe people are capable of making decisions or managing their responsibilities. Over time, this can reduce confidence, ownership and motivation.
The HSE identifies control as a key part of healthy work design. Its standard states that employees should have a say in how they do their work and should be encouraged to use their skills and initiative. This does not mean managers should remove all structure or accountability. It means creating appropriate autonomy within clear boundaries.
Managers can empower employees by:
Delegating outcomes, not just tasks.
Being clear about decision-making authority.
Agreeing what good performance looks like.
Giving people room to choose how they achieve objectives.
Supporting learning when mistakes happen.
Avoiding unnecessary approvals and check-ins.
Asking, “What do you recommend?” before offering a solution.
Empowerment is not about stepping away from management. It is about providing clarity, support and accountability without controlling every detail.
Trust is a two-way relationship. Managers must show trust if they expect employees to give it in return.
Building Trust During Change
Trust is tested most visibly during uncertainty.
Organisational change can create anxiety about job security, workload, reporting lines and future priorities. Managers may not control the decisions being made, but they have significant influence over how change is experienced by their team.
During change, managers can build trust by:
Sharing information as early as they reasonably can.
Explaining what is known, unknown and still under review.
Creating space for questions and concerns.
Avoiding false reassurance.
Explaining the practical impact on roles and priorities.
Involving employees in decisions where they have relevant insight.
Checking in regularly rather than assuming one announcement is enough.
The HSE advises organisations to engage employees frequently during change, provide timely information and offer opportunities for people to influence proposals. These principles help managers move beyond simply announcing change and towards leading people through it.
Trust Is Built Through Repeated Actions
Trust does not come from one team-building activity, one leadership speech or one difficult conversation handled well.
It is earned through repeated actions over time: doing what you say you will do, communicating honestly, listening with care, treating people fairly and giving them the autonomy to succeed.
Managers who build trust create teams where people are more willing to contribute ideas, raise concerns, collaborate openly and take responsibility for their work. In turn, this supports stronger engagement, wellbeing and performance.
Ready to Build Stronger, More Trusted Teams?
Trust does not happen by accident. It is built through the everyday behaviours, conversations and decisions managers make.
If you would like to strengthen trust across your organisation, book a call with our team or reach out to discuss how we can support your managers to lead with confidence, credibility and empathy.
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