Surveys of the workplace in both the public and private sectors suggest that trust levels are at an all-time low. This presents major challenges for those in leadership positions because problems of alienation cannot be performance managed. People cannot give their best in a situation where trust is absent. Effective leaders understand this, deal with the source, and then rebuild people's sense of self worth through coaching.

I have seen workplaces transformed when managers who previously were too busy to wander around, stopped at people's desks and talked with them about their work. This boosted people's energy levels.

These personal contacts and periods of rapport can lead to an increased sense of trustworthiness, simply because people feel they know their managers personally.

Clearly people need to see their managers as leaders who are genuinely interested in them as people and listen to their suggestions and concerns. This simple ability can help energise people to higher levels of performance.

Coaching managers in ways that help them model the characteristics and competencies of trustworthiness can have a big impact. Trust holds the key to good relationships and high performing teams. People need to feel valued. This 'felt sense' of trust is something that if reciprocated between people is empowering.

Trust or integrity tend to top the lists of qualities that people expect effective leaders to display, second only to communication skills. Often thought to be 'the soft stuff' they are the most difficult competencies to develop. This is because personal trustwothiness has to come from the inside-out.

To build your own sense of trustworthines and self-worth you should start by keeping promises to yourself and others. Follow through on what you agree to do and thank people for their personal contributions. Care about how others feel and be happy for their successes and forgiving of their failures. This is not an easy option - it takes strength of character.

It helps if you can see the bigger picture, how all parts relate to one another. Playing to people's strengths generates positive energy, so look for the best in people and praise them what they are good at, or doing to improve themselves.

To improve any relationship, you must be prepared to start by improving yourself and training your mind to think "we", not "me". When trust is in evidence, mistakes are more easily forgiven and forgotten.

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