In our fields, adaptability, creativity, and execution speed are key competencies. But none of these strengths can fully express themselves without a climate of trust. Trust is not something given—it is built and nurtured through deliberate mechanisms, and protected daily.
And for decision-makers, often confronted with the inherent solitude of their role, this climate of trust becomes an invisible, yet powerful antidote. Making decisions often means bearing the burden of strategic choices alone, arbitrating in uncertainty, without always being able to share everything. In this context, trust plays a dual role: it supports teams, but it also sustains leaders. Being surrounded by collaborators you trust—and who trust you in return—eases this solitude and makes decision-making more serene.
Transparency and communication.
Trust begins where transparency becomes the standard. In ultra-fast, digitalized work environments where change is constant, it is essential that employees have access to clear, regular, and honest information.
Concretely:
- Dare to say when you don’t have all the answers yet. Honesty about uncertainty is more reassuring than opaque silence.
- Share business objectives, campaign results, and customer feedback. Employees want to know where the company is headed and why.
- Establish transparency rituals: internal newsletters, weekly team check-ins, or monthly open FAQs with leadership.
For example, at BlaBlaCar, monthly “All Hands” meetings are broadcast across the entire company, including key figures, to create a direct link between teams and overall strategy.
Autonomy and accountability.
Autonomy without accountability can lead to confusion. Accountability without autonomy becomes pressure. The true lever of trust is the balance between the two.
When projects are cross-functional (which is often the case in our fields!), micromanagement becomes a brake. You need to set a clear framework, then allow flexibility.
Concretely:
- State expectations clearly: “here’s the expected outcome, you define the path.”
- Give employees the right to experiment…and to fail.
- Let teams choose their tools, their organizational methods, even their schedules.
For example, at Alan, teams set their own quarterly OKRs (key objectives), then validated collectively. This develops ownership.
A feedback culture.
When practiced well, feedback is a powerful tool for creating a climate of psychological safety. It shows that mistakes are allowed, that successes are recognized, and that communication is open in both directions.
Concretely:
- Integrate feedback into daily routines, not just during annual reviews.
- Favor “real-time” feedback that is specific and solution-oriented.
- Train your managers to deliver both constructive and positive feedback.
For example, at Welcome to the Jungle, “appreciation sessions” are organized regularly, where each team member shares what they valued in their colleagues.
Changing rules and mindsets.
Building trust also means questioning existing processes. Do we really need X hierarchical levels of approval? Are meetings always necessary? Must we absolutely work on-site to “show we’re working”?
Obsolete processes breed distrust. Trust requires modernizing workflows and revisiting certain management beliefs.
Concretely:
- Experiment with approaches like “reverse mentoring” to break down symbolic hierarchies.
- Automate pointless reporting to value analysis and strategy time.
- Open decision-making committees to other profiles—younger or more operational ones.
For example, at Artefact, strategic decisions are regularly co-created with operational teams through collaborative workshops.
Building trust in your teams is a concrete management strategy, enacted through visible, structural actions aligned with your talent’s expectations, to unlock the full potential of your employees. But it is also silent support for those who lead. In a sometimes uncertain work world, trust is that quiet strength that allows us to navigate doubts, strengthen bonds, and unlock the full potential of both employees and decision-makers alike.
