In our fields, adaptability, creativity, and execution speed are key skills. But none of these strengths can fully express themselves without a climate of trust. Trust is not guaranteed—it’s built and nurtured through specific levers, and protected on a daily basis.
And for decision-makers, often confronted with the inherent loneliness of their role, this climate of trust becomes also an invisible, yet powerful antidote. Because deciding often means bearing alone the weight of strategic choices, 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 that loneliness and makes decision-making more serene.
Transparency and communication.
Trust begins where transparency becomes the norm. In ultra-fast, digitalized work environments where change is constant, it’s essential that collaborators have access to clear, regular, and honest information.
Concretely:
- Dare to say when you don’t yet have all the answers. Honesty about uncertainty is more reassuring than opaque silence.
- Share business objectives, campaign results, customer feedback. Collaborators want to know where the company is heading and why.
- Establish transparency rituals: internal newsletters, weekly team check-ins, or monthly FAQs open with leadership.
For example, at BlaBlaCar, monthly “All Hands” meetings are broadcast to the entire company, with key figures included, 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 real trust lever is balancing both.
When projects are cross-functional (which is often the case in our fields!), micromanagement is a brake. You need to set a clear framework, then allow room for flexibility.
Concretely:
- State clear expectations: “here’s the desired outcome; you define the path.”
- Give collaborators the right to experiment…and to fail.
- Let teams choose their tools, their organizational method, even their schedules.
For example, at Alan, teams set their own quarterly OKRs (key objectives), which are then collectively validated. This develops ownership.
A feedback culture.
When well-practiced, feedback is a powerful tool for creating psychological safety. It shows that mistakes are allowed, successes are recognized, and communication is open both ways.
Concretely:
- Integrate feedback daily, not just during annual reviews.
- Favor “real-time” feedback—specific and solution-oriented.
- Train your managers to give both constructive AND positive feedback.
For example, at Welcome to the Jungle, regular “appreciation sessions” are organized where each team member shares what they valued in their colleagues.
Changing rules and mindsets.
Building trust also means questioning existing processes. Do you really need X levels of hierarchical approval? Are meetings always necessary? Must people work on-site to “show they’re working”?
Outdated processes fuel distrust. Trust requires modernizing operating methods and revising certain management beliefs.
Concretely:
- Experiment with approaches like “reverse mentoring” to break down symbolic hierarchies.
- Automate unnecessary reporting to free up time for analysis and strategy.
- 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 within your teams is a concrete management strategy, implemented through visible, structural actions aligned with your industry’s talent expectations, to unlock your collaborators’ full potential. But it’s also silent support for those who lead. In an sometimes uncertain work world, trust is that quiet strength which allows us to navigate doubt, strengthen bonds, and unleash the full potential of both collaborators…and decision-makers.