The Heart of Leadership: Building Trust and Empowering Teams Through Proven Practices

Toya Gorley, MBA, Improvement Advisor, NRC Health

Ashley Nelson, MS, BSN, RN, Strategic Advisor, Nursing, NRC Health

NRC Health’s 2025 Experience Perspective underscores the critical role of trust in healthcare. Trust is a foundational element that spans the entire care continuum. In a study of over 700 healthcare employees, 91% reported that they trust their organization. Among the 9% who did not, the most common concerns centered on leadership, competence, and culture.

The impact of trust is significant: employees who trust their organization are 370% more likely to recommend it as a great place to work, and an astonishing 1,460% more likely to recommend it as a place to receive care.

Leaders are the heartbeat of a trust-driven culture—and when employees feel genuinely valued, supported, and heard, trust follows. To cultivate that environment, lean into the foundational practices outlined below. They may seem familiar, but make no mistake—these are non-negotiables when it comes to building lasting trust.

• Spend purposeful time with the frontlines (Leadership): Employees trust leaders who are visible and accessible. Round often with a supportive mindset, not in order to catch mistakes. Use rounding as an opportunity to have transparent conversations with employees regarding anything that’s on their minds. Spend purposeful time with your teams rather than just passing through.
• Say what you mean, and mean what you say (Competence): Clearly communicate expectations for quality, safety, and experience. Ensure employees have the necessary training and tools to meet these expectations. Provide honest, timely, and respectful feedback when expectations are not met. Debrief after mistakes to facilitate learning and prevent those mistakes from recurring.
• Show that you care (Culture): Bring humanity to the forefront by connecting personally with your employees. Be curious about them as individuals. Be generous with recognition, praise and gratitude. Human Understanding—seeing each person as a unique individual—is vital to building a strong team.

Lack of commitment to the above practices, as well as to some of the below practices, may unintentionally erode trust.

While removing obstacles is a key leadership responsibility, stepping in too quickly can undermine employee ownership. Empower your team by asking questions that promote accountability and independent thinking, such as:

• What ideas do you have to improve this situation?
• Who do you think is best positioned to address this?
• Have you already spoken with the person involved?
• What steps have you taken so far?
• How can I help you move this forward?

Statistics published by our strategic partner Medallia reveal promising insights: 73% of healthcare employees feel encouraged to find better ways of doing things, and 63% responded favorably to the statement, “If I try something new and it doesn’t work, I am not worried about being judged poorly.” This data confirms that employees appreciate the opportunity to participate in decision-making about their own jobs and embrace the concept of “failing forward.” Likewise, sharing ideas to improve and innovate for patients is highly valued. Remember, trust isn’t built when you have all the answers; it’s built when you guide others to discover their own answers, foster collaboration, and co-create solutions as a team.

Asking employees about their “why”—why they chose healthcare, or what drives them to show up each day—can uncover meaningful insights into their motivations. But it’s also important to remember that not everyone has a deeply emotional or mission-driven reason for doing what they do. Some may be motivated by practical factors like job stability, flexible hours, or a passion for science. All of these reasons are valid.

Leaders risk eroding trust when they imply that certain motivations are more worthy than others. Honor each individual’s “why.” Understanding what drives your team members fosters a culture of respect and trust.

Some organizations use scripting to improve patient communication—but few things erode trust more quickly than forcing people to speak in a way that doesn’t feel natural to them. Instead of prescribing exact words, offer communication frameworks that guide tone, intent, and clarity. Encourage true authenticity by allowing employees to speak in their own voice. When miscommunication happens, treat it as a coaching opportunity. Trust your team to use good judgment, and support them in refining their approach.

Building a culture of trust doesn’t happen by accident—it’s a purposeful, continuous effort. Frontline leaders are in a powerful position to shape this transformation. By reinforcing trust-building behaviors and challenging practices that may unintentionally break down trust, leaders can foster a workplace where team members feel truly seen, supported, and respected. The ripple effect? Stronger patient experiences and more well-connected, high-performing teams.