Why Is It So Difficult to Trust a New Manager?

Trust is the foundation of effective leadership, yet one of the most challenging aspects of management transitions. Employees often struggle to trust a new manager, not because of the individual, but due to deep-seated psychological patterns. From an early age, we are conditioned to be evaluated-through school grades, competitions, and performance reviews. These experiences create a subconscious association between assessments and negative consequences. In a corporate setting, this translates into skepticism and defensiveness when a new leader steps in.

The fear of evaluation is deeply ingrained in our nervous system. People may see a new manager’s questions as an attempt to scrutinize their competence rather than an effort to understand operations. As a result, employees react defensively, interpreting neutral inquiries as hidden criticism. This can create a cycle where employees preemptively distrust the manager, making relationship-building even more difficult.

In such an environment, employees might start second-guessing their actions, attempting to anticipate the manager’s preferences, and even altering their behavior in ways that compromise their authenticity and competence. When employees feel insecure, creativity, productivity, and innovation suffer. A workplace where trust is lacking becomes tense and inefficient.

The issue often stems not only from skepticism toward leadership but also from a lack of self-trust among employees. When individuals have confidence in their skills, they are more likely to perceive a new manager as an opportunity for growth rather than a threat. Organizations that foster a culture of learning and psychological safety tend to navigate leadership transitions more smoothly, ensuring that change is seen as an avenue for development rather than disruption.

How Managers Can Establish Trust from Day One

Understanding Employee Concerns

New managers must recognize that initial hesitation from employees is natural. Trust isn’t built overnight; it requires consistent actions, clear communication, and mutual respect. One of the most effective ways to break through initial skepticism is by acknowledging employee concerns and demonstrating genuine intent.

For instance, a newly appointed General Manager, Mike, observed that when he asked employees questions, they reacted with visible apprehension, as if they were being tested. His instinct was correct—his team perceived his questions as an attempt to challenge their knowledge, rather than a sincere effort to understand the business.

Instead of allowing this dynamic to persist, Mike proactively addressed the issue. He openly communicated his intentions, expectations, and commitment to collaboration. By doing so, he signaled that he was not there to dismantle or criticize existing processes but to work with the team to enhance efficiency and performance. This approach helped ease tensions and set the foundation for a more constructive relationship.

Facilitating Open Conversations About Trust

One of the most powerful steps a new manager can take is inviting employees into a dialogue about trust. Rather than dictating expectations, successful leaders engage their teams in discussions about what behaviors and actions foster mutual trust..

Consider this example: A leadership coaching session was conducted for a team transitioning to a new manager. Employees were encouraged to outline specific behaviors they needed from their leader to feel safe, valued, and engaged. Some of the key requests included:

• Clearly communicating objectives and the purpose behind tasks.
• Maintaining confidentiality and respecting personal boundaries.
• Providing transparent performance evaluation criteria.
• Ensuring sufficient resources and support before assigning responsibilities.
• Explaining decisions—including both risks and benefits.
• Holding individual meetings to discuss expectations and feedback.
• Acknowledging both successes and challenges rather than focusing solely on outcomes.
• Encouraging open discussions and asking for employee input on key decisions.
• Owning shared decisions, including those that do not succeed.
• Clarifying any changes in direction and explaining the rationale.

These expectations, though seemingly simple, are fundamental in building workplace trust. Trust is not a passive attribute—it is cultivated through consistent, intentional behavior. By addressing these expectations, a manager signals that they value transparency, accountability, and collaboration.

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The Role of Trust in High-Performance Teams

Organizations that actively build trust within their teams see measurable improvements in efficiency, engagement, and innovation. Trust allows employees to work with confidence, take calculated risks, and focus on their strengths without the fear of excessive scrutiny.

Here are three critical principles for managers aiming to build and sustain trust in their teams:

1. Trust as a Strategic Asset

Many organizations treat trust as an abstract concept, but it is one of the most valuable assets in business. A culture of trust enables faster decision-making, smoother change management, and higher retention rates. Leaders must prioritize trust-building efforts as part of their strategic management approach.

2. Psychological Safety Fuels Innovation

Trust creates an environment where employees feel safe to voice their ideas, ask questions, and challenge the status quo. Google’s famous study on high-performing teams, known as Project Aristotle, found that psychological safety-the belief that one will not be punished for making a mistake-was the most significant factor in team success. Managers who foster psychological safety empower their teams to innovate without fear.

3. Actions Speak Louder Than Words

Building trust is not about making declarations-it’s about demonstrating reliability and integrity through daily actions. Employees watch how managers handle difficult situations, make decisions, and treat their teams. Consistency, fairness, and empathy are the cornerstones of effective leadership.

Final Thoughts: The Manager’s Responsibility in Shaping Trust

If you are a newly appointed manager or have recently promoted someone to a leadership role, consider these key takeaways:

• Trust is the foundation of collaboration, creativity, and efficiency. Without it, teams operate in survival mode rather than a growth mindset.
• Engage employees in the trust-building process. Invite them to share what they need from leadership to feel secure and valued.
• Move beyond assumptions and misinterpretations. Employees often project fears and past experiences onto new leaders-managers must clarify their intentions and establish open communication.
• Be transparent, consistent, and authentic. Employees trust leaders who follow through on commitments and communicate honestly.
• Trust-building requires effortbut the payoff is significant. Teams that trust their leaders are more engaged, productive, and resilient.

In both business and leadership, trust is not given-it is earned. By fostering open communication, aligning expectations, and demonstrating reliability, managers can create a culture of trust that drives long-term success.

Trust, after all, is not just a "soft skill" - it is a business imperative that directly impacts performance, innovation, and employee satisfaction.