Trust isn’t just a nice-to-have in today’s workplace – it’s a business imperative. Research shows that high-trust companies report 106% more energy at work, 50% higher productivity and 40% less burnout compared to low-trust environments. Yet recent studies reveal that business executives significantly overestimate how trusted they are by customers, employees and investors.
As an EA working across all levels of the organisation, from board members to junior staff, you can bridge this gap. Because you see how trust operates (or fails to operate) in daily interactions. And, most importantly, you have the influence to model and foster the kind of trust that transforms workplace culture.
Why trust matters to your role
Trust isn’t abstract when you’re coordinating between competing priorities, managing sensitive information and supporting executives under pressure. When stakeholders trust you, they share information more freely, respond to requests more quickly and give you the benefit of the doubt when things go wrong.
The neuroscience behind this is fascinating. Trust triggers the release of oxytocin, which makes people more likely to collaborate and behave in trustworthy ways themselves. This creates a positive cycle.
When you demonstrate trustworthiness, others become more trustworthy in return.
For EAs, this translates into smoother operations, better information flow and stronger working relationships across the organisation. Trust becomes your professional currency, making every aspect of your role more effective.
Building trust intentionally
Trust requires consistent action over time. You can’t build it overnight, but you can strengthen it through deliberate daily practices. So, start with reliability. When you say you’ll follow up by Friday, do it by Thursday. When you promise confidentiality, maintain it absolutely. These seem like basic professional standards, but consistency in small commitments builds confidence in larger ones.
Consider others’ needs alongside your boss’ priorities. This might mean acknowledging a department head’s concerns even when you can’t immediately address them or explaining why certain requests take time rather than simply saying no. People trust those who demonstrate that their interests matter.
Show appropriate vulnerability. This doesn’t mean oversharing, but it does mean admitting when you don’t know something rather than pretending otherwise. Ask for help when you need it. Acknowledge mistakes quickly and focus on solutions. Vulnerability builds connection, and connection strengthens trust.
expertise in interpersonal dynamics has led her to become an engaging presenter and trainer on improving personal and professional relationships, communication and empathy.