Practical Strategies to Build Trust in the Workplace

Business leaders in law, advisory, and accounting firms can improve performance, retention, and culture by increasing trust in the workplace.

Trust is viewed by many as an intangible "soft" concept, however, it is a tangible business advantage. Collaboration, judgment, and accountability are all critical elements in delivering services to clients; therefore, trust among team members will have a direct impact on the levels of productivity, retention, and client satisfaction.

Recent studies have confirmed that trust has a relationship to engagement, confidence in leadership, and optimism regarding work outcomes.

How do firm leaders develop and grow trust in their organization?

Identify what trust looks like in your firm

Trust at work is not based solely upon an individual's personality or popularity. Trust is confidence in colleagues and leaders to act ethically, communicate truthfully, and contribute valuably to the collective success of the firm.

According to the Chartered Institute of Personnel and Development, a 2024 evidence review describes "trust" as the reliance on others' actions and intentions which enable individuals to take reasonable risks, express their ideas, and admit errors without fear of retribution.

This is demonstrated in law and accounting firms when staff feel confident to bring compliance concerns to light or suggest ways to improve internal processes.

Communicate clearly and consistently

Transparent and inclusive communication is a major predictor of trust. According to CIO, clear communication demonstrates trust in leadership and enhances overall organizational satisfaction. Communication helps build credibility and confidence when leaders provide timely, relevant, and frequent communications to their teams. Establishing consistent communication habits will aid in fostering trust throughout the firm. Share information regarding outcomes as well as the reasons behind decisions and changes. Clear communication will reduce uncertainty and enhance alignment.

Act with integrity

When leaders say something and then fail to deliver on it, credibility is lost. The 2025 Forbes review of trust research identifies that "credibility" is defined by the three aspects of clarity, consistency, and integrity. Leaders that exhibit predictable behavior and accept accountability create a culture of respect and value.

For law and accounting firms, acting with integrity includes adhering to and enforcing firm policies, maintaining adherence to professional standards, and holding the entire team accountable for their actions.

Promote psychological safety

Psychological safety is the actual expression of trust in action. It is the perception that you can express yourself without fear of retribution or embarrassment. According to the CIPD, there is a strong connection between psychological safety and teamwork, willingness to take risks, innovative behavior, and collaboration. Staff who perceive their environment as being psychologically safe are more willing to engage in idea sharing, ask questions, and admit mistakes, resulting in improved performance.

Psychologically safe environments allow leaders to encourage diversity of perspective, invite questions, respond positively to challenging situations, and focus on learning rather than avoiding blame.

Empower ownership and growth

Studies show that empowerment results in increased trust and engagement. When staff are given real authority and responsibility, they become more engaged, invested, and accountable.

As per a 2022 SparkEffect study analyzing trust data, teams that are characterized as having high levels of psychological safety and empowerment experience fewer drops in productivity during times of stress and maintain higher levels of resilience during periods of change.

Examples of empowering staff include providing senior associates with more autonomy to manage client relationships or engaging in strategic planning with managers.

Provide acknowledgment and recognition

Acknowledging the contributions and efforts of staff sends a message of what is valued by the organization. Staff who feel recognized are more likely to have confidence in their leadership and remain engaged. While formal awards are important, informal expressions of appreciation (i.e., public acknowledgement) can carry significant cultural weight, particularly in service industries where staff collaborate to achieve desired results and utilize their ethics to make sound judgments. Research indicates that acknowledging staff's efforts reinforces the organization's shared values and promotes relational trust.

Create open channels for both upward and downward communication

Trust is created when feedback flows from the bottom up as well as from the top down. According to the 2024 Edelman Trust Barometer Special Report titled "Trust at Work," when employees believe that leaders act on their behalf, there will be an increase in optimism and engagement.

Structuring feedback mechanisms such as surveys and round table discussions will assist in enabling leaders to capture the thoughts and opinions of employees and to illustrate that their voices are heard and acted upon. Even if some employee suggestions may not be able to be implemented, explaining the rationale provides further credibility.

Align short-term actions with long-term strategy

Trust is developed when daily decisions made by staff align with the stated priorities of the organization. One of the most common disconnects occurs when organizations state their goals such as customer service or collaboration, yet reward only billable hours or individual performance. That lack of alignment creates distrust and disengagement. Research in organizational behavior indicates that trust develops most rapidly when leaders are consistent in modeling the behaviors that they expect from their staff and when those behaviors are directly tied to the organization's strategic goals.

Why does trust matter in professional services?

Trust impacts several areas. First, when staff feel valued and respected, they are more likely to be engaged. Second, when executives are reliable and act with integrity, retention is enhanced. Third, when teams share information openly and coordinate effectively, clients receive better service.

Building trust as an ongoing process of leadership

Building trust is an ongoing process of leadership and is not simply a one-time initiative or project. In order to build a culture where trust can become self-reinforcing, leaders need to be reflective about their actions to ensure they are aligned with shared values and strategic objectives on a regular basis. Creating a culture of open communication, accountability, recognition and willingness to receive feedback, helps create a foundation for building trust that will continue to grow over time.

In professional services such as law firms and accounting firms seeking to achieve long-term growth, developing trust is a strategic necessity that builds culture, increases the credibility of your leadership and promotes sustainable success.