Chief executives and heads of HR have been wrestling for years with the question, “How can I create a great workplace?”

To answer that question, follow the evidence. The research asserts that leaders in those so-called “best companies” lean heavily on that one human value that not all so-called “leaders” actually possess.

Trust.

In many of my own employee surveys conducted with client companies, I have found that management is transparent in its business practices and transparent in how they communicate with employees. And transparency begets trust.

To promote more trust in virtual and hybrid teams, pro-social leadership behaviors like empathy and compassion, for example, have been found to release the feel-good neurochemicals in the brain, like oxytocin.

Bringing trust to a more practical level, the evidence suggests that leaders do several things that correlate well with trust behaviors:

• They keep the lines of communication open.
• They share their vision for the future with employees.
• They take the pulse of the organization by constantly listening and responding to what they hear so they can serve the needs of their people.
• They offer employees ample opportunities for training and development.

To foster a high-trust organization, leaders must have a strong character that does not compromise value. They also must demonstrate a commitment to purpose that inspires others to follow. And when leaders have a strong inclination to serve the needs of others before their own, when they show genuine caring and compassion for their people by looking after their best interests, trust happens.

If you’re a leader reading this, know that your people are looking at you right now for guidance and a confident way forward. They want to know they can trust you with good decisions; they want to hear the voice of hope and see compassion in the chaos.