Trust is a critical driver of team performance, collaboration, and decision-making at work. But building trust in the workplace isn’t about going deeper with everyone. It’s about tuning the type of trust each relationship needs.
This article explores the four trust roles people play at work, why perception matters more than intention, and how leaders can embed trust into systems, rituals, and culture to create high-performing, resilient teams.
Trust is one of the most valuable – and most misunderstood – currencies in the workplace. It underpins how teams function, how decisions get made, and how leaders are perceived.
And it isn’t just a feel-good cultural buzzword. It’s a strategic asset. Knowing how trust is built, how it breaks, and how to rebuild it can be the difference between a high-performing team and one stuck in constant friction.
And yet, we often talk about trust like it’s a blanket you should throw over every relationship. The more, the better – right? Not quite. In reality, trust in the workplace isn’t about going deep with everyone. It’s about knowing what kind of trust each relationship needs – and how to show up accordingly.
Why workplace trust needs to be tuned, not maximised
When it comes to trust, more isn’t always better.
That’s a hard truth in a world where “building trust” is often treated like a universal to-do – something to crank up in every relationship, regardless of context. But trying to deepen every connection can be exhausting, and often unnecessary.
Different people need different things from us. The smartest teams and managers recognise this. The goal isn’t to max out trust across the board, it’s to tune it. To adjust the type and the level of trust based on the situation.
The idea isn’t just a gut feeling. It’s backed by research. Studies show how trust in the workplace is shaped by two key dynamics:
- Depth: How well you and the other person understand each other and feel personally connected.
- Breadth: How much the other person sees you as credible and reliable across different topics or situations.
Put those together, and you get a spectrum of “trust roles” that people naturally assign to us – and that we can intentionally step in and out of, depending on the relationship.
The four trust roles in the workplace
Not every relationship at work needs the same kind of trust. Sometimes we just need someone who delivers the right information at the right time. Other times, we rely on someone to think strategically with us – or to offer real, human support.
The goal isn’t to deepen every relationship; it’s to get clear on what kind of trust someone needs from you and meet them there.
Here are four common trust roles you’re likely already playing – consciously or not.
1. The specialist
Low human connection, low breadth of knowledge (as perceived by others)
You’re the subject matter go-to. You may not know each other well, and they don’t need big-picture advice, they just want your expertise, quickly and reliably.
Think: the project manager who needs the latest figures from you by 3pm. They're not looking for strategic input – they just need the right info at the right time.
2. The buddy
High human connection, low breadth of knowledge
You’re a safe sounding board. You may not be seen as the expert, but you’re trusted for your empathy, honesty and support.
Think: a colleague from another team who vents to you or asks for input during tricky moments. You may not solve their problem, but they know you’ll “get it.”
3. The business expert
Low human connection, high breadth of knowledge
Here, trust is rooted in how you think – not how well you know each other. You’re seen as someone who brings sharp analysis, context and good judgement.
Think: A senior leader tapping you for input on a decision. They may not know you well, but they trust your mind, and they trust you to deliver.
4. The trusted guide
High human connection, high breadth of knowledge
This is the gold standard. You’ve built both emotional credibility and intellectual weight. So, people come to you not just for answers, but for perspective.
Think: a long-term client who calls before making a move. Or a direct report who seeks your honest feedback in high-stakes moments. You’re a sounding board, a confidante and an advisor all at once.
Why perception matters more than intention
Here’s the kicker: trust in the workplace isn’t defined by what you intend. It’s defined by how others perceive you.
You might think you’re being clear and helpful. But if someone sees you as consistent and withholding, trust breaks down.
This is why self-awareness and adaptability are essential. The best leaders don’t just focus on what they’re doing – they stay curious about how it’s landing.
How to build trust in the workplace
Trust might not need to be deep in every relationship – but it does need to be present. It’s what fuels idea-sharing, speeds up decision-making and makes it safe to take smart risks.
Building trust in the workplace turns difficult conversations into productive ones, helps teams move with less second-guessing and gives people the confidence to take smart risks.
While it often starts with individuals, trust can also be designed into how teams work, the rituals they follow and the culture they co-create.
Here how to make trust not just personal, but structural.
1. Focus on trust awareness, not just trustworthiness
Most leaders want to be trustworthy. But few are trained to read what kind of trust is actually needed in the moment. Do they need advice or just someone to listen? A fast decision or a sounding board?
That’s where attunement comes in.
Attunement is the ability to read tensions in a situation and respond with the right behaviours to move things forward.
Attuned leaders don’t just rely on their instincts – they learn to adapt their approach based on the signals they pick up. When someone needs clarity, they provide direction. When someone needs space, they listen.
This isn’t about being perfect. It’s about being perceptive and responsive.
2. Clarify roles and expectations
Few things erode trust faster than ambiguity. When people don’t know what’s expected of them, or where others are meant to step in, tensions rise. Silos grow. Teams stall.
That’s why great managers constantly clarify expectations. They make it clear who owns which decisions. They define what success looks like. They explain the “why” behind the “what”.
This doesn’t mean rigid roles. It means aligned ones.
When people know what’s expected of them, they can show up with confidence. And when expectations shift (as they often do), they’re more likely to adjust because they trust that someone’s steering the ship.
3. Build systems that reward consistency
Trust isn’t built in grand gestures – it's built in the follow-through.
You could be brilliant, charismatic and bursting with ideas, but if you don’t deliver on your promises, people will hesitate to trust you.
Consistency, over time, becomes credibility.
To scale this, organisations need systems, not just slogans. Build in rituals like regular retros, project check-ins or visible feedback channels. Recognise not just “rockstars” but the reliable ones who bring calm, clarity and dependability day in and day out.
When consistency is seen, valued and reinforced across the business, trust becomes the baseline – not the exception.
4. Make trust moments visible
Want a culture of trust? Make trust behaviours feel normal.
Most people learn what’s valued not from the handbook – but from what gets repeated, rewarded or spotlighted.
Leaders can shape this by highlighting trust in action: someone admitting a mistake early, surfacing a risk or backing a teammate under pressure.
Make these moments visible:
- Start meetings with peer shoutouts
- Use team rituals to reflect on what built (or broke) trust
- Share internal stories that highlight honesty, vulnerability and collaboration – not just KPIs
The more people see trust in action, the more likely they are to follow suit.
Trust as a leadership multiplier
Trust isn’t a warm, fuzzy idea. It’s a performance enabler.
When people trust you, things move faster. Feedback flows, decisions stick and collaboration feels frictionless. When they don’t trust you, even simple tasks drag under the weight of politics and second-guessing.
By tuning into what kind of trust each relationship needs – and intentionally shaping how it’s built – managers can unlock faster, more effective teams.
Want to build more trust in your organisation?
Explore our Professional Skills solution to help individuals build the everyday behaviours that fuel extraordinary performance.
Or check out our culture change programmes to embed trust into the way your whole business works.
