Working life is in constant flux. Just ten years ago, job advertisements emphasized flexibility, teamwork skills, and the ability to get along with different kinds of people. Since then, the focus has clearly shifted toward so-called “hard values” and individualism, where employees are expected to demonstrate resilience under pressure, take responsibility, and pursue results. This shift presents new challenges for workplace dynamics and collaboration. Yet one factor remains essential—and is even growing in importance—as the foundation of organizational success, well-being, and responsibility: trust.
Trust is essential for leveraging intangible assets. It enables risk-taking and commitment while enhancing the efficiency and effectiveness of communication and collaboration. At its core, trust is about managing uncertainty. When an employee can rely on consistent responses from their supervisor and colleagues in different situations, they feel safe to express uncertainties, take risks, and be innovative. Trust is, therefore, a key prerequisite for creativity and development work.
What does trust in the workplace mean?
Trust is a multifaceted phenomenon built on expectations regarding another person's words and actions, as well as a willingness to be vulnerable—the understanding that someone else’s actions could negatively affect you. Trust is not about being naive; it is grounded in experience, consistency, and behavior. In practice, trust is reliability made visible through action.
Trust within a workplace can be examined in three forms:
- Lateral trust refers to the trust between employees and colleagues. Colleagues are often an important source of support in difficult situations. They are the ones with whom experiences are shared and open conversations take place. Trust can be undermined by actions such as withholding information, talking behind someone’s back, or unclear and unwritten workplace rules.
- Vertical trust refers to the trust between employees and their supervisors. The supervisor is often the most important object of trust for an employee. This trust is directed toward the supervisor as a person, their actions, and their ability to lead fairly and competently.
- Institutional trust refers to trust in the organization’s structures, strategy, organizational culture, and practices. It is built around elements such as HR policies, leadership approaches, and the company’s values. The actions of top management and the transparency of decision-making also play a significant role in shaping this form of trust.
A lack of trust manifests as uncertainty, caution, and avoidance of risk-taking. Employees may fear making mistakes, becoming targets of criticism, or feel that their opinions do not matter. This often leads to passivity and a decline in the organization’s capacity for innovation.
A lack of trust manifests as uncertainty, caution, and avoidance of risk-taking.
The Role of the Supervisor in Building Trust
Building trust is not solely the responsibility of the individual—it is deeply connected to the organizational culture. However, the supervisor plays a central role as both an enabler and maintainer of trust.
Key areas of supervisory behavior that help build trust include:
- Competence, goodwill, and integrity. A supervisor who shows genuine interest in employees’ thoughts, cares about their well-being, and acts fairly strengthens trust within the team.
- Respect and consistency. A supervisor’s actions must be respectable and justifiable. Inconsistency or favoritism quickly erode trust.
- Communication and interaction. Open and regular communication, opportunities for dialogue, and well-justified decision-making are important to employees. Informal conversations also play a key role in fostering a sense of belonging within the workplace community.
- Utilizing expertise and providing influence. Employees want to apply their skills and be heard. When their input is ignored or dismissed, trust begins to erode. Accepting development suggestions and encouraging participation help build a trusting environment.
- Leading and treating people Empathy, fairness, and a human-centered approach are essential in supervisory work. A supervisor who is present, offers support in difficult situations, and provides constructive feedback strengthens the overall climate of trust.
The Impact of Trust on Responsibility Work
Trust is not just a pillar of workplace well-being—it is also a prerequisite for responsibility. Without trust, it is impossible to build a truly responsible organizational culture where everyone feels safe to raise concerns, suggest improvements, or speak up about value-related conflicts.
Yrityksen sisäinen luottamus vaikuttaa suoraan vastuullisuustyön laatuun: työntekijät, jotka kokevat tulevansa kuulluiksi ja kohdelluksi reilusti, ovat sitoutuneempia myös yrityksen arvoihin. Vastuullisuus ei ole erillinen prosessi, vaan asenteiden ja käytännön tekojen kudelma, joka rakentuu arjen luottamuksen varaan.
Trust also enables external responsibility. For example, sustainability reporting is not just an administrative obligation—it is a way to make transparency and reliability visible to customers, job seekers, and stakeholders. Companies that communicate their actions openly and honestly build strong brand trust.
The Effects of Trust and Distrust
A high level of trust in the workplace enables effective collaboration, learning, and commitment. In a psychologically safe environment, people dare to make mistakes, try new things, and ask for help. Strong team spirit and a willingness to support one another are clear signs of trust.
A high level of trust in the workplace enables effective collaboration, learning, and commitment.
A lack of trust, on the other hand, manifests in behaviors such as blame-shifting, gossip, self-serving actions, conflicts between teams, and excessive rule enforcement. These dynamics undermine the functionality of the workplace and erode the credibility of any responsibility-related messaging.
Making Trust Visible and Nurturing It
Companies that know how to make trust visible tend to perform better. Trust can be strengthened through inclusive leadership, a fair feedback culture, and open communication. Sustainability reporting, ethical guidelines, and leading by example are effective ways to show that the organization’s actions align with its words.
Trust does not automatically transfer from a company’s stated values to the customer experience. It requires that trust be treated as a daily operating principle—reflected in decision-making, everyday interactions, and stakeholder engagement. A customer who perceives ethical added value is more likely to remain loyal over the long term.
It is important to recognize that full trust cannot exist if the experience of trust varies across employee groups, such as by role, gender, or position. Employee surveys can help identify these disparities and support the development of more equitable practices.
In Conclusion
Trust is the foundation of a workplace—it influences everything from communication and innovation to engagement and responsibility. It is built through people’s actions, not in strategy documents. Supervisors are expected to demonstrate competence, fairness, empathy, and genuine presence.
Trust also enables sustainable responsibility work: it gives employees the courage to act in line with the company’s values and embeds responsibility into the organization’s culture. Companies that make trust a visible and genuinely lived value are building a stronger future—both internally and externally.
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