Building Trust: Two Everyday Habits for Managers
Trust isn’t just a nice-to-have in the workplace – it’s the foundation for how teams work together, solve problems, and get things done. When trust is missing, people hold back. They stay quiet when they should speak up, second-guess themselves, and keep their head down instead of stepping up.
That’s why the idea of psychological safety – a term coined by researcher Amy Edmondson – has become such a focus in today’s workplace. It’s the sense that people can speak up, make mistakes, and ask questions without fear of embarrassment or blame.
And it matters more than you might think. In Google’s well-known Project Aristotle study, psychological safety came out as the number one factor in high-performing teams. Not experience. Not intelligence. Just the simple fact that people felt safe enough to take risks and be real with each other.
So, how do managers create that kind of environment? Here are two everyday habits that go a long way to building trust in teams.
1. Show small signs of vulnerability
One of the most effective things a manager can do to build trust is show that they’re human. That doesn’t mean big personal disclosures – just small, honest moments that say: “It’s okay not to be perfect here.”
It might sound like:
- “I’m not totally sure this timeline will work. What do you think?”
- “I mixed up two figures in that report – thanks for bearing with me while I fix it.”
- “I could really use another opinion on this before we move ahead.”
When managers go first, they give permission for others to do the same. It sets the tone for a team culture where people can ask for help, admit mistakes, and speak honestly – all things that make teams stronger.
2. Practise gratitude that sticks (and includes everyone)
Gratitude is one of the simplest ways to help people feel seen and valued, but it works best when it’s specific, consistent, and thoughtful.
Instead of a general “great work,” managers could say “Thanks for the way you handled that client call – your calm approach means they still trust us and kept the relationship safe.”
This is clear, personal, and helps the person understand exactly what they did well, and why it mattered.
It also helps to look beyond the obvious wins. Managers must do more than just recognise task completion. They should notice attitude, effort, curiosity, or the way someone quietly supported a teammate. These often-overlooked behaviours are the ones that keep teams strong – and so recognising them signals to the team that we want more of it.
When managers take a few moments to notice and name what’s going well, it helps people feel seen, and that goes a long way in building trust.
Bottom line
Trust isn’t built in one big moment, it’s built in lots of small ones. When managers show just a little vulnerability, and take the time to recognise people in meaningful ways, they create the kind of culture where people feel safe to speak up, step in, and bring their best.
Photo by Riccardo Annandale on Unsplash
