Gaining the trust of a team is a nuanced art, especially for servant leaders who aim to empower and uplift their members. This article presents well-researched strategies from seasoned leadership experts, offering actionable steps towards fostering a trustworthy environment. Uncover the keys to building a cohesive and committed team through the practice of genuine collaboration, transparency, and humility.
Work Alongside Team on Projects
One strategy I use to build trust within my team is by being deeply involved in the trenches, working alongside them on digital marketing strategies. It’s not just about giving directions, but also participating in the creative and strategic processes. For instance, when we implemented Google Performance Max campaigns, I collaborated closely with the team, reducing a client’s cost per acquisition from $14 to $1.50. This hands-on approach shows my commitment and fosters mutual respect.
I also believe in empowering through risk-taking and learning from failures. My mantra is “Experiment, fail, learn, and win,” and I lead by example. When we explored integrating AI tools to improve our campaigns at RankingCo, I encouraged open discussions about both successes and setbacks. This transparent culture strengthens trust because my team knows they can innovate without fear of undue repercussions, thus thriving in experimentation.
Amber Porter, CEO, RankingCo
Share Wins and Challenges
One of the most effective ways I build trust within my team as a servant leader is through radical transparency—not just in company decisions but in my own leadership. I make it a point to share both wins and challenges with my team, letting them see the real thought process behind strategic moves.
For example, when we faced a major operational shift, I didn’t just announce the change—I brought the team into the discussion early. I shared why we needed to pivot, the potential risks, and invited feedback before finalizing the decision. This showed them that their insights mattered and that I wasn’t just leading from the top down—I was in the trenches with them.
By being open, admitting when I don’t have all the answers, and showing that I value their expertise, I’ve seen stronger collaboration and a culture where people feel safe to innovate. Trust isn’t built with grand gestures—it’s in the small, consistent moments of showing up authentically for your team.
Max Shak, Founder/CEO, nerDigital
Lead with Vulnerability
One of the most powerful strategies I use to build trust is vulnerability-led leadership. It’s easy to direct from the front, but I’ve found that real trust is built when I admit what I don’t know, ask for input, and roll up my sleeves alongside the team.
During our development of new team-building formats—like our “Deceivers” experience—it wasn’t just about bringing an idea to life; it was about involving the team in shaping it. I asked them to challenge the concept, pitch twists, and even highlight potential flaws. That collaboration didn’t just build a better product—it built deeper mutual respect.
When a leader shows they don’t have all the answers, it gives the team permission to speak up, take risks, and grow. And in an industry where creativity, trust, and teamwork are everything, that kind of culture becomes your secret weapon.
Charles Berry, Co Founder, Zing Events
Practice Active Listening
I firmly believe that active listening is one of the most powerful strategies to build trust as a servant leader. When team members feel genuinely heard, they become more open, confident, and aligned with the vision.
In my experience, setting aside time for regular one-on-one check-ins—not just to discuss tasks but to understand individual challenges and goals—has made a significant difference. During these conversations, I listen without interrupting, ask thoughtful questions, and follow up on what’s shared. Over time, this consistent attention creates a culture where people feel valued and supported, not just managed.
Trust grows when leaders show they care through actions, not just words. Listening with intent and responding with empathy is what makes people feel safe to do their best work.
Pallavi Pareek, Founder & CEO, Ungender
Ask for Feedback
I make it a point to ask for feedback—and actually act on it. Not just during reviews, but in day-to-day conversations: “What’s one thing I could do better as your manager?” This approach flips the script and shows the team that I’m not above growth myself. That kind of vulnerability builds serious trust because it’s not just talk—it’s modeling the culture I want us to have.
Justin Belmont, Founder & CEO, Prose
Embrace Different Perspectives
Embracing and respecting different perspectives is how I build trust within my team. In our company, our work connects people across borders, so it would make no sense to run things with a narrow outlook. The team brings together people from various countries, age groups, and career paths, and I make space for those differences to influence how we work. That means listening fully, not brushing off feedback that challenges my view, and ensuring people don’t feel they have to filter themselves to be taken seriously.
One of our developers once challenged the way we were presenting data in the patient onboarding flow. English wasn’t her first language, and she pointed out how some of the phrasing might confuse international users. She didn’t have a design title or marketing role, but her input helped us rethink the flow and improve it for users who speak English as a second language. That only happened because she knew her perspective was welcome.
You earn trust when people see their input shaping real outcomes. That doesn’t happen through titles or team-building exercises. It happens in the small, consistent moments where someone speaks up and sees you act on what they said.
Odellé Joubert, Chief Operating Officer, Dentaly Go
Admit What You Don’t Know
One thing that has helped me build trust as a servant leader is being open about what I don’t know—and asking the team for help.
In marketing and people ops, things change rapidly. Whether it’s a new tool, a hiring challenge, or shifting client expectations, I don’t pretend to have all the answers. Instead of making top-down decisions, I involve the team early. We discuss challenges together. I ask questions like, “What’s making your job harder right now?” or “What do you think we’re missing here?”
That kind of conversation shifts the energy. It stops being about hierarchy and starts being about solving problems together. It’s not just about listening; it’s about following through. When someone shares an idea, I try to act on it or explain clearly why we can’t. That kind of honesty builds long-term trust.
This approach works especially well in a custom software setup, where every project and client is different. The more connected the team feels, the better we adapt.
It’s not always fast, but it’s genuine. And over time, people stop holding back, which is when the best ideas start emerging.
Vikrant Bhalodia, Head of Marketing & People Ops, WeblineIndia
Lead by Example
Trust begins with leading by example. I never tell another person to do something that I would not do myself. Whether it’s working late to close a sale, surviving a tough negotiation, or going above and beyond for a customer, I always come with the same level of commitment that I expect from them. Actions speak louder than words. Your team will believe in your leadership when they see your consistency.
Openness is also crucial. I’m honest about decisions, challenges, and opportunities. I give credit where credit is due when positive outcomes occur. I own mistakes and focus on solutions if negative situations arise. I want team members to feel assured they can count on me for truth, fairness, and support. Open communication eliminates uncertainty and keeps everyone aligned.
Respect is the foundation of a strong team. I spend time understanding individual strengths and allowing people to do their jobs. Micromanaging undermines trust. Instead, I support my team by offering guidance and allowing them to take ownership of their work. When individuals feel valued and supported, they produce better results.
Jeff Burke, CEO, Jeff Burke & Associates
Lead with Humility
From my experience, trust is built when a leader leads with humility and puts the team first. I make it a point to be approachable, listen without judgment, and show that I value each person’s contributions. Whether in e-commerce, fisheries, or seafood, challenges arise, and the best way to navigate them is through a team that feels heard and respected. When people know their perspectives matter, they become more invested in the success of the business. I believe trust isn’t just about leadership—it’s about creating an environment where everyone feels they belong and their efforts make a difference.
I also believe that following through on commitments is key. If I say I will support someone’s development or address a concern, I make sure to act on it. Empty promises erode trust faster than anything else. Whether it’s providing training, solving workplace issues, or recognizing hard work, I show that my words carry weight. In an industry that demands resilience, trust holds everything together. A team that feels valued and supported is more likely to take initiative, adapt to change, and stay engaged. When a leader is reliable and genuinely invested in the well-being of the team, people reciprocate with the same level of commitment, creating a strong foundation for long-term success.
Julian Klenda, Founder and CEO, Maine Lobster Now
Remove Roadblocks
Realize that your job is to listen and to remove roadblocks. If you’ve put together a good team and want to actually be a servant leader, then you’ve got to prioritize the team’s success over personal recognition. I make a conscious effort to listen to team concerns, provide resources, and eliminate obstacles that hinder their productivity rather than trying to wade in myself to address issues. This was a hard-learned lesson, since I come from a fairly hands-on programming background, but I can now safely say that gathering feedback and then using that to empower the team is the best way to build trust and have a team working as smoothly as butter.
Dragos Badea, CEO, Yarooms
Communicate with Radical Clarity
One strategy I use to build trust within my team as a servant leader is radical clarity paired with consistent support. I make it a point to communicate the “why” behind every major decision or shift so the team feels informed, aligned, and valued—not just directed. Then I back that up with genuine support and empowerment, giving them the space to take ownership while knowing I’m there to guide, not micromanage.
One practice that’s been especially effective is weekly one-on-ones focused on performance, professional growth, and well-being. These check-ins allow me to ask, “What do you need from me to succeed?” and listen. That simple shift—from leading with expectations to leading with service—has strengthened loyalty, boosted morale, and fostered a team culture rooted in mutual trust and shared vision.
Kristin Marquet, Founder & Creative Director, Marquet Media
Foster Mutual Respect and Collaboration
As a servant leader, trust is cultivated by fostering a culture of mutual respect and authentic collaboration. The key lies in deeply understanding each team member’s needs, strengths, and aspirations, then aligning those with the broader goals. By consistently prioritizing their development and well-being over personal gain, trust naturally grows. Transparency is essential, but so is vulnerability—acknowledging challenges and setbacks builds credibility. Leading with humility, actively listening, and offering support at critical moments creates an environment where individuals feel safe to contribute, innovate, and take ownership of their work. This approach nurtures long-term loyalty and empowers teams to achieve beyond expectations.
Arvind Rongala, CEO, Edstellar
Provide Constructive Feedback
Providing constructive feedback is my way of establishing trust within my team. I give it early, keep it tied to the work, and make sure it comes across as support, not judgment. One developer on our team had been submitting code that worked technically but kept causing friction during review. There were no comments, variable names were vague, and it slowed the process down. After one sprint, I asked him to walk through a section with me. I pointed out where the issues arose, explained the impact on the rest of the team, and showed him what a cleaner version might look like.
The conversation was short, clear, and based entirely on the work in front of us. I didn’t turn it into a lesson or make it personal. That’s what keeps people open. He made changes right away and started asking for feedback earlier in the process. He knew he wouldn’t be blindsided or criticized in front of others. That consistency is what earns trust. People understand I won’t avoid tough conversations, and I won’t let things sit unspoken.
Doug Crawford, President and Founder, Best Trade Schools
Practice Open Communication
As a servant leader, an approach I utilize to help build trust in my team is to practice open and transparent communication. This practice is key to building a culture of trust and respect, both of which are the foundations of effective leadership.
Open Communication – I have an open-door policy and encourage team members to express their thoughts, concerns, solutions, and suggestions. I show them how we value their input. I encourage this not only as a way to empower them but also to create a sense of ownership and belonging. Regular team and one-on-one meetings often accomplish this strategy by giving every team member a sense of being heard and engaged in the decision-making process with respect to their team dynamics.
Transparency – I openly try to be transparent about the rationale behind all decisions that affect my team, acknowledging both the good and bad, especially if the business has gone through a rough time. When team members feel a greater sense of integration and trust with all the realities of the business, it can lead to a greater sense of ownership, belonging, and engagement, particularly when everyday challenges arise. Being transparent helps demystify certain actions and decisions of leadership, especially when leaders can share that their decisions were purposeful and not thoughtless, and that the well-being of each team member and the company are prioritized.
Matthew Heyes, Founder, Backpacker Job Board
Use Silent Praise
I have found silent praise to be very effective when speaking about employees in their absence. This is a powerful way to build trust when your team hears positive things about themselves from others. Employees feel genuinely valued and trust you as their leader when they find out that you’ve been advocating for them behind closed doors, whether in leadership meetings or with clients. I often make a point of speaking positively about my team members to other managers or stakeholders, highlighting their strengths and contributions.
This boosts their morale and helps them gain recognition and opportunities for growth within the organization. You see, silent praise can also act as motivation for employees to continue performing at their best. According to a study by the Harvard Business Review, employees who received recognition and praise for their work were more likely to stay with their organization, have higher job satisfaction, and perform better.
Kevin Baragona, Founder, Deep AI
Create Genuine Collaboration
One strategy I’ve found invaluable in building trust within our team is creating a culture of genuine collaboration rather than competition. At our firm, we implement this through our weekly practice section meetings where attorneys discuss various aspects of our cases together. Every attorney is encouraged to provide input, even if they’re not actively working on a particular case. This approach does several important things to build trust.
First, it demonstrates that I value everyone’s expertise and perspective, regardless of their seniority. Second, it creates transparency—everyone understands how we’re approaching different matters and why certain decisions are made. And most importantly, it reinforces that we succeed as a team, not as individuals competing for recognition.
I’ve seen this collaborative approach transform the way our attorneys interact. When a junior attorney sees their suggestion implemented in a high-stakes case, it builds their confidence and reinforces that their voice matters. When a senior attorney receives thoughtful input that improves their strategy, it reinforces the value of humility and openness. This practice also ensures that our clients receive the benefit of our entire firm’s collective knowledge and experience, not just the attorneys assigned to their case.
As a leader, I set the tone by actively participating in this process, acknowledging when someone else’s approach is better than mine, and giving credit where it’s due. The trust this builds extends beyond our legal work—it creates an environment where team members feel secure enough to bring their concerns forward, knowing they’ll be heard and respected. In my experience, this kind of trust is the foundation of both exceptional client service and a fulfilling professional environment.
Trey Hendershot, Managing Shareholder, Hendershot Cowart P.C.
Model Accountability
In my experience, servant leadership isn’t about grand gestures—it’s about how you show up every day and take consistent, small steps to create an environment where your team can thrive. One of the most powerful ways I build trust as a servant leader is by modeling accountability. That means aligning my actions with the standards I expect from others, and taking full ownership of my decisions—including when I get things wrong.
I believe a servant leader should never operate from a “do as I say, not as I do” mindset. Instead, you build trust by demonstrating that you hold yourself to the same expectations. When I take responsibility for my own missteps, it shows the team that I value growth and transparency over ego. This not only strengthens credibility—it also signals that it’s safe to be human, to experiment, and to learn from failure.
Framing errors as learning opportunities models a growth mindset and fosters a culture of psychological safety. Team members feel more comfortable being open about challenges or setbacks, which encourages innovation and continuous improvement. Ultimately, owning your imperfections makes you more authentic and relatable, and that authenticity is at the heart of earning lasting trust.
Steve Faulkner, Founder & Chief Recruiter, Spencer James Group
Be Radically Transparent
My strategy? Be radically transparent about the state of the business—good, bad, and in-between. I don’t wait for all the numbers to look perfect before sharing them. Every month, I walk the team through where we’re winning, where we’re flat, and where we’re feeling the pressure. No spin, no fluff. When people know the full picture, they can show up with more clarity and ownership.
I also talk openly about the “why” behind hard decisions. I take time to explain the context, not just the outcome. I’ve found that people don’t need to agree with every decision—they just want to understand it. And when you take the time to connect the dots, it shows respect for their intelligence and effort. That respect goes a long way in building trust over time.
Matt Bowman, Founder, Thrive Local
Brett Farmiloe is the founder of Featured, a Q&A platform that connects brands with expert insights.
Photo by krakenimages on Unsplash
