[WORLD] Trust is the invisible power that drives high-performance teams. It speeds up decision-making, increases engagement, and promotes innovation—yet many executives do not consciously develop it.
According to the "2023 Edelman Trust Barometer Special Report: Trust at Work," employees who trust their employers are much more likely to engage in positive workplace behaviors like advocating for their firm and remaining loyal. Leaders who fail to create trust risk decreasing staff engagement, productivity, and turnover, eventually jeopardizing long-term corporate success.
Recent studies underscore how trust gaps can also impact bottom-line results. For instance, a PwC survey found that 55% of executives believe a lack of trust in leadership directly harms innovation, while 69% of employees say they’d work harder if their efforts were better recognized. These findings highlight that trust isn’t just a cultural issue—it’s a strategic imperative with measurable financial consequences.
What's the challenge? Trust cannot be required; it must be earned.
In my book, CARE to Win: The Four Leadership Habits of High-Performing Teams, I designed the CARE playbook (clarity, autonomy, connections, and equity) to help leaders implement trust in their everyday activities. This science-backed strategy ensures that trust is actively created through leadership behaviors, rather than being left to chance.
Interestingly, the principles of CARE align with broader workplace trends. Gallup’s 2024 State of the Global Workplace report reveals that teams with high trust levels experience 21% higher profitability and 17% higher productivity. This reinforces the idea that trust isn’t just about morale—it’s a catalyst for tangible business outcomes.
Trust is either built or eroded—there is no neutral. Every action, inaction, meeting, email and conversation either intentionally builds trust or unintentionally erodes it.
Here’s how leaders can use CARE to build a high-trust culture—and why it’s the key to unlocking performance.
The Science Of Trust: Why It Matters More Than Ever
Neuroscience demonstrates that trust is not an abstract concept; it is encoded into human DNA.
When we trust someone, our brains release oxytocin, or the "bonding hormone," which can improve teamwork, reduce stress, and improve problem-solving skills. When trust is shattered, the amygdala (the brain's threat center) responds with fear, defensiveness, and disengagement.
This biological response has profound implications for hybrid and remote work environments. A 2023 MIT Sloan study found that distributed teams with high trust levels outperformed their low-trust counterparts by 30% in project delivery speed. However, the same study warned that virtual settings require more intentional trust-building efforts, as casual interactions—critical for fostering trust—are less frequent.
This explains why low-trust cultures lead to micromanagement, fear-based decision-making and high turnover. One large retailer found that its "locations in the bottom quartile of trust have employee engagement levels at the 20th percentile and 87% annualized employee turnover. This is in contrast with those locations in the top quartile that have engagement levels at the 76th percentile and 67% employee turnover."
The solution? Leaders must intentionally build trust through CARE.
CARE: The Trust-Building Playbook For Leaders
Leaders don’t create trust by being nice—they create it through consistent actions that signal psychological safety, fairness and reliability.
Trusted Advisor Associates' Trust Quotient aligns with CARE’s four components:
Clarity builds credibility. Transparency and effective communication build confidence.
Autonomy builds reliability. Giving people ownership strengthens trust.
Relationships build intimacy. The more we understand and connect with people at the human level, the more trust we develop.
Equity ensures the right orientation. Great leaders meet people where they are, rather than leading based on their own preferences.
The interplay of these elements is critical in today’s diverse workplaces. For example, Deloitte’s 2024 Global Human Capital Trends report notes that organizations prioritizing equity and clarity in decision-making see 40% higher retention rates among underrepresented groups. This suggests that CARE isn’t just a leadership framework—it’s a tool for fostering inclusivity.
Let’s break these principles down using CARE as a guide.
1. Clarity: The Foundation Of Trust
Align with others by clearly conveying expectations and establishing a common sense of success.
Uncertainty generates suspicion, and the brain prefers predictability. Inconsistent leadership, ambiguous goals, and imprecise expectations can cause confusion and anxiety, resulting in low morale and disengagement. Leaders who prioritize clarity, on the other hand, can foster trust by being open about their expectations, decisions, and communication.
A questionnaire conducted by McKinsey "revealed that employees felt more motivated when their performance goals included a mix of both individual and team-level goals and when their goals were clearly linked to their company's goals."
High-trust leaders can provide clarity by:
- Setting clear goals so employees understand what success looks like
- Being honest about challenges instead of sugarcoating or avoiding tough conversations
- Providing direct feedback, eliminating confusion and ensuring alignment
CARE In Action: Before making a decision, ask yourself: "Have I clearly communicated expectations, reasoning and next steps?"
2. Autonomy: Trust Your People To Perform
Encourage and encourage proper ownership and self-direction.
Micromanagement destroys trust, but ownership may rebuild it. Leaders frequently undermine trust by exerting excessive control. Employees may disengage if they believe they have no say in decision-making or limited creative freedom. High-trust environments empower employees by granting them liberty.
High-trust leaders can provide autonomy by:
- Delegating decision-making power instead of controlling every detail
- Letting employees take risks and supporting them even when they fail
- Focusing on outcomes, not micromanagement, and trusting teams to deliver results
CARE In Action: Instead of prescribing every step, ask: "How can I empower my team to solve this problem on their own?"
3. Relationships: Trust Is Built One Conversation At A Time
Create unique connections between people that promote transparency, trust, and collaboration.
People do not abandon organizations; they leave managers who fail to establish trust. Strong working relationships promote collaboration, psychological safety, and innovation. However, when leaders seem remote, unapproachable, or transactional, employees may be hesitant to share ideas, raise problems, or participate completely.
A Google study found that high-performing teams prioritize psychological safety as the most important aspect.
CARE In Action: Ask your team: "When was the last time I admitted a mistake or asked for feedback?"
4. Equity: Meeting People Where They Are
Adapt your help to each individual's specific needs. Fairness does not imply treating everyone equally; rather, it means meeting people where they are.
Inclusive organizations have a 1.7 times higher likelihood of innovation and 2.3 times higher cash flow per employee (source: research). These findings highlight that when employees believe their workplace is equitable and inclusive, they are more likely to be engaged and contribute positively to organizational performance.
CARE in Action:Ask yourself this question: "Am I giving everyone on my team what they need to thrive—not just what's easiest for me?"
The Foundation Of Leadership
Trust isn’t a nice-to-have—it’s the foundation of leadership. Start building it today.
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