Trust in the workplace is a matter of doing what you say – and allowing colleagues, employees, partners and bosses to see that you are delivering on your promises. Experts interviewed by Computing Business advise on the fastest and most effective ways to build trust as a chief information officer.

Have clearly defined expectations for individual employees, setting out exactly what their role is. But it is equally important to have a transparent system of measuring people against those expectations, such as appraisals.

Apply the same measurement process to all employees. Giving preferential treatment can seriously erode trust, while allowing personal conflicts to affect professional relationships will also destroy trust.

Do not feel that trust means telling everyone everything at the earliest opportunity. However, where it is appropriate to share information, do so quickly and effectively using a matrix structure that allows trusted managers to cascade information down through the organisation.

Do not use jargon or blind people with science, especially when things are not going well. They will only think you are trying to hide something.

Follow your own advice. If you expect people to work over the weekend or focus on innovative projects, be doing the same. Workers will not trust a leader who does not have faith in his own strategy.

Do not just tell people what they want to hear. If something cannot be done, or is going to be late, be honest and take responsibility.

Do your job well. And make sure your boss knows about it. When a project delivers great return on investment or service availability improves, a quick memo to your boss ensures you will be seen as someone who gets the job done.

When dealing with suppliers, consider how important the relationship is for your company. If this is a trusted partner, your contract should reflect it by providing opportunities for you and the supplier to win and lose in the same situation.