Establishing Trust in the Workplace

Once broken, it is difficult to reestablish trust. It can take years and exhaust both parties. 

In his book, The Thin Book of Trust, Charles Feltman articulates four distinct attributes of trust: 

• Care – We are in this together 
• Reliability – You can count on me to deliver what I promise 
• Sincerity – I mean what I say, say what I mean, and act accordingly 
• Competence – I know I can do this. I need to learn to do that.* 

Briefly unpacking these attributes, here are some points to consider deeply if you want to establish trust and foster a culture of trust in the workplace. To quote Simon Sinek… 

Care 

Care is demonstrated when others feel seen and considered. It means taking into account someone’s preferences, work style, and goals, and showing up or framing a request in a way that reflects that awareness. When people feel their interests are genuinely held in mind, trust naturally grows. 

As employees, we trust our supervisors more when that care is present—not just as a professional courtesy, but as a human value. When a leader takes time to check in, understand where we’re coming from, and support our growth, it reinforces a sense of shared purpose and belonging. Care isn’t “soft”—it’s strategic, and it’s deeply felt. 

Reliability 

Say what you mean, because you may have to mean what you say. Reliability builds trust through consistency. When commitments shift—as they inevitably will—communicate early. Re-negotiate expectations, then follow through on the new agreement. 

Employees rely on supervisors to provide stability through that consistency. We notice when expectations are clearly communicated and when follow-through happens without reminders. And we also notice when things fall through the cracks. When a leader owns a miss, realigns quickly, and recommits, trust has a chance to grow rather than erode. 

Sincerity 

Sincerity is established through presence as much as words. It’s reflected in tone, eye contact, thoughtful pauses, and clarifying questions—especially around scope and expectations. Speak from a grounded, honest place, and check for shared understanding. When people sense you’re being real with them, trust can take root. 

From the employee’s perspective, sincerity builds trust when it feels like the supervisor means what they say and isn’t performing a role. We listen differently when we sense authenticity. Whether it’s giving feedback, sharing difficult news, or simply saying, “I don’t know yet,” authenticity signals safety. Trust grows when we’re invited into honest conversations, not managed through polished messages. 

Competence 

Competence is rooted in honest self-awareness—knowing what you can do well and where you may need support. It’s not about having all the answers, but about showing sound judgment in assessing your abilities and being willing to learn. When you take on tasks aligned with your strengths and seek help or resources when needed, others gain confidence in your capacity to grow and deliver. 

We trust our supervisors more when they model this same kind of self-awareness. Leadership doesn’t require knowing everything—it requires knowing what to do next, including when to ask for help or gather more input. A competent leader shows they’re continuously learning, open to feedback, and capable of guiding the team through uncertainty with steadiness and care. 

Trust doesn’t happen by accident—it is built choice by choice, conversation by conversation. When care, reliability, sincerity, and competence are consistently evident, trust becomes the natural outcome. Whether you’re leading a team or looking to be led well, embodying these attributes signals that you are safe to work with, learn with, and grow with. The most trustworthy workplaces aren’t perfect—they’re intentional. Start there.