Do you trust your employer? What about your manager? Your coworkers?
It turns out that 79% of employees say they trust their employer—but that trust isn’t evenly distributed. It varies by industry, economic pressure and other factors. And considering we spend roughly one-third of our lives at work, any sort of trust gap matters.
In her new book, Talk to Me Nice, workplace consultant, speaker and author Minda Harts distills years of career experiences into seven workplace trust languages that every employee, manager and HR professional should know.
This work is timely. After years of unmet DEI promises and rigid return-to-office mandates, Harts says many companies are in a trust deficit with their employees. Rebuilding that trust isn’t an option—it’s necessary.
Here’s a breakdown of Harts’ trust languages and some strategies for implementing them in the workplace.
1. Sensitivity
Sensitivity is about more than politeness.
According to Harts, it’s the trust language grounded in humanity. It’s recognizing people’s identities and how those identities shape how they show up at work. That means honoring pronouns, acknowledging and celebrating differences in racial, ethnic, gender and sexual identities and designing spaces that are accessible for disabilities. Overall, it means creating a culture where people feel seen and respected.
Harts offers clear, practical principles to embed sensitivity in your workplace:
- Create an open dialogue where employees can express concerns without fear of retaliation.
- Offer continuous education on unconscious bias, inclusivity and empathy to foster a more understanding environment.
- Ensure fair play at the HR level to guarantee policies are appropriate and consistently applied.
- Recognize diversity and celebrate different perspectives with diversity days, panel discussions and inclusive hiring practices.
- Develop effective support systems with mentorship programs, flexible working hours and mental health resources.
These efforts matter. Nearly half of LGBTQ workers have experienced discrimination in their careers and 33% have left a job because of it. Sensitivity isn’t just about respecting people’s identities “enough” to keep them from quitting. It’s about honoring every person’s dignity. And when your workplace is built on sensitivity, trust will grow.
2. Transparency
Employees can handle the truth—and often, they need it.
This trust language is about being honest with colleagues and sharing the information they need to do their jobs well. It means reducing unnecessary secrecy, stopping rumors before they spread and not withholding critical details—especially when it comes to decisions like layoffs. And it matters: 86% say increasing transparency at work is critical.
To foster transparency, employees can ask:
- Can you provide more context about why certain decisions are being made?
- Could we get regular updates on the overall company performance and strategy?
- How do you evaluate our performance? What metrics matter most?
Managers can ask:
- How can I better communicate my decisions and actions in the future?
- Are there any areas you feel you’re lacking information or clarity?
- What does a trustworthy workplace look like to you?
Transparency isn’t only important in tough moments. It’s just as essential during times of growth and stability. At its core, Harts says, this trust language is about creating a culture where open communication and honesty aren’t just encouraged but celebrated.
3. Security
Security is the third trust language, but it’s not just about safety during emergencies. Harts says true workplace security has three layers: physical, emotional and intellectual.
Physical security is the basics: clear exit signs, weather evacuation plans, safety protocols and ergonomic work setups. It signals the company is committed to the well-being of employees.
Emotional safety means a workplace without bullying, harassment or discrimination—anything that makes work feel unsafe or unpredictable.
Intellectual safety is the confidence you can grow, stretch and take risks without being punished, sidelined or shut down—and knowing you have support when you make mistakes.
To build a secure environment at work, Harts suggests implementing a communication plan so employees are updated on necessary information, conflict-resolution training, efforts to prioritize well-being and professional development opportunities.
Safety at work isn’t optional. These practices make it a reality.
4. Demonstration
Some companies talk the talk, but don’t walk the walk.
Harts’ fourth trust language tackles this head-on with demonstration. Take a company that celebrates Women’s Equality Day on LinkedIn but doesn’t have any women in the C-suite. That’s a failure to demonstrate a value it claims to hold.
This is all too common: 86% say their company’s values are clearly communicated, but only 44% say they’re consistently demonstrated. Employers must show a continued commitment to things they claim are important—and employees should also align their actions with their own values in the workplace.
Harts recommends that managers and HR delegate opportunities equitably, listen courageously to concerns and feedback, recognize and reward accomplishments publicly and coach employees to help them improve. Importantly, she says, they must admit when they get it wrong. This kind of transparency builds credibility.
Demonstrating is a continuous process, but every action employees and employers take can build trust for the long term.
5. Feedback
Sixty-five percent of employees want more feedback.
The fifth trust language is just that: input on how they’re doing at work. Harts notes that traditional performance reviews aren’t enough. Habitual, timely feedback makes a bigger impact. When asking for feedback, she recommends employees:
- Be specific. Ask focused questions, like “How can I better handle questions in pitches?”
- Be time-sensitive. Ask for feedback as close to the event or project as possible.
- Be a courageous listener. Avoid defensiveness, and always say thank you.
- Frame it for growth. Show your desire to learn, not insecurity in your current abilities.
It’s hard to develop trust without knowing where you stand. Asking for and giving feedback is crucial to developing clarity, confidence and stronger relationships.
6. Acknowledgment
We all work hard at our jobs—and we want to be recognized for it. Forty-five percent of well-recognized employees are less likely to have turned over two years later. Recognition is also essential for building trust, making it Harts’ sixth trust language.
To acknowledge employees fully, she suggests a mixture of public praise and one-on-one recognition, promotions and raises when possible, and awards and milestone celebrations along the way. Peer acknowledgment through “kudos boards” or peer-nominated awards can also be important for building community and trust team-wide.
Harts also emphasizes the importance of recognizing setbacks. When things don’t go as planned, debrief, make contingency plans and celebrate any wins along the way.
Consistent acknowledgment—of successes and lessons learned—strengthens trust at every level.
Follow-Through
It’s frustrating when a colleague doesn’t keep their word—and it can erode faith and confidence in them fast. That’s why the seventh and final trust language is follow-through.
When follow-through breaks down, address it with a solution-oriented mindset: focus on fixing the issue and preventing it from happening again. Harts also suggests emphasizing facts over feelings. Instead of saying, “I feel like you’re not prioritizing meeting with me,” say, “I’ve noticed our last two scheduled one-on-ones were canceled.”
A lack of follow-through has ripple effects on projects, morale and engagement. Tackling it head-on is the fastest way to rebuild trust.
Building and restoring trust in the workplace isn’t just nice to have—it’s necessary. Harts’ Talk to Me Nice provides tangible strategies to help every employee, manager and HR professional communicate and act in ways that strengthen trust at work. Order it here.