While it is important to think about building trust, some experts argue that it is more important to think about things that could destroy trust.

The first mistake you can make is to be inconsistent, says Robert Myatt, a business psychologist and director of Kaisen Consulting. Many executives make the mistake of telling employees to do things they themselves do not do – whether it is spending more time with customers or not using company phones to make personal phone calls.

‘Consistency also applies to how you treat people,’ says Myatt. ‘It’s very easy to develop favourites or have some people that you just take a dislike to, but if you don’t treat everyone equally then you won’t be trusted.’

How you react to difficult situations is also vital in determining how well you are trusted. If you have a tendency to be emotionally volatile, or if you panic under stress and look for other people to blame, then you will not be trusted. ‘It’s quite common for executives to withdraw from difficult situations and stop making decisions, but people need to see you leading consistently,’ says Myatt.

A trusted leader should also demonstrate what Myatt calls authenticity – in other words, do not be the office phoney. ‘People who use jargon, who pretend to be enthusiastic about things they’re not – we spot them a mile off. That’s why David Brent as a character is so funny.’

When it comes to managing upwards, securing the trust of your bosses should be easier. ‘First and foremost, deliver on your promises. But that’s not enough on its own,’ says Myatt. IT leaders must also ensure that directors are aware of what has been achieved in the IT department. ‘It’s about how people perceive you, not just what you are doing behind the scenes,’ he says.

A fast track to destroying any trust your chief executive has in you is not stepping up to admit mistakes, or belittling the efforts of a colleague. This means no sniggering behind your hand when the chief executive forgets his email password. Again.

The problem is that no one will discreetly take you aside and tell you there are trust issues in your IT department. So what are the signs to look out for? ‘You’ll see it in people’s attitudes,’ says Myatt. ‘They will be less likely to take on jobs; they might ignore or be cynical about projects. People become very selfish when they don’t trust leaders, because they feel they need to watch their own backs.’