26  FABRICARE
be handled identically, employees should feel confident that 
decisions are made with the same guiding principles.
Regular communication and feedback are critical. Waiting for 
annual reviews or major problems to discuss performance cre­
ates uncertainty. Employees benefit from knowing how they are 
doing along the way. Employees who receive consistent feedback 
are far more likely to feel supported rather than surprised.
Trust is also maintained when leaders address problems 
directly and respectfully. Avoiding difficult conversations may 
feel easier in the moment, but unresolved issues eventually 
damage relationships and team morale. 
Destroying Trust Through Leadership Missteps
Trust is built slowly but can be destroyed surprisingly fast.
One sure fire way to undermine trust is a disconnect between 
words and actions. When leaders say one thing but do another, 
employees immediately question credibility and begin to harbor 
doubts.
Equally damaging is leaders who talk about employees rather 
than with them. Professional organizations address concerns di­
rectly with the people involved, not through side conversations.
Another major trustbuster is lack of transparency. When 
organizations implement new policies, schedules, or operational 
changes without explanation, employees often fill the informa­
tion gap with speculation. Silence creates suspicion.
Finally, trust erodes when employees feel disrespected. Sarcas­
tic or dismissive comments, public criticism, or being closed off 
to employee input can have long-lasting effects on how employ­
ees perceive leadership. Employees may forget the exact words 
spoken, but they rarely forget how they were treated or how it 
made them feel.
Trust is a Leadership Responsibility
Trust is built through daily leadership behaviors, both small 
and large. Organizations that prioritize and model clarity, 
fairness, and respectful communication create environments 
where employees feel confident and are committed to their 
work. In an industry built on service and reputation, that kind 
of culture matters. When employees trust leadership, they are 
more engaged, more accountable, and more invested in deliver­
ing the level of quality customers expect and deserve.
Amy Wischmann is a small business Human Resource consultant for businesses in 
both New York and Minnesota and Employment Law Chair for the West Central 
MN Society for Human Resource Management. 
NO. 104
B U L L E T I N

View this content as a flipbook by clicking here.