Let's delve into some of the specific issues that define the level of trust between an employee and their boss. By the way, if I somehow manage to leave out a key issue that you think is important, jump right in and pose your trust issue as a comment.

Being fair: Nothing will destroy a relationship between a boss and her subordinate faster than NOT BEING FAIR. The typical example of a lack of fairness is when the boss sets different levels of performance standards for various team members. When the boss plays favorites, or frequently lets select team members "off the hook", the rest of the team resents it and loses trust.

Rational and objective: You've got your emotions in check. You're not a mercurial, table-pounding, wall-smacking screamer. You don't "fly off the handle". You don't throw tantrums. The argument with your seventeen year old this morning, or the driver who cut you off and then made an obscene gesture at you - doesn't affect how you treat your people. You never criticize the person or put people down. You're good at asking questions to solve problems and guiding/coaching your people to solutions.

Their success is important to you: Your staff respects you. They seek your advice on their career. You demonstrate an interest in their success by having occasional conversations about their career - perhaps once a quarter in your one-to-one sessions. You're able to remove your "boss" hat and put on your "career coach" hat. You can have a deep and objective conversation about their dreams and expectations.

You "have their back": Your staff will occasionally run into trouble with customers, vendors, suppliers, peers, and those higher up the food chain - like your boss, the board, or other peers on the executive team. Do you "have their back"? Will you stretch your neck out to protect your people. Can they go about the day doing a good job knowing you'll always have their back.

If not, do they move through the day like frightened rodents, avoiding trouble and trying to fade into the woodwork? Are the members of your team "risk-takers" willing to do what they believe is in the best interest of the company - or do they cower behind you dumping every issue onto your back to solve?

They learn from you: A prime motivator of top talent is that they want to grow and learn. Do you help them reach their potential by giving them challenging assignments, stretching them through coaching to achieve outstanding results, providing meaningful work that is stimulating, learning-oriented, and impactful? Do you send them to classes, webinars, courses to expand their knowledge and skills? For example, do you sit down with each of your direct reports once or twice a year and develop a detailed learning plan to move their capacity to a new level?

Just showing up is not indicative of trust.

Building trust will make sure you retain your top talent.

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I welcome your thoughts and comments. Brad