What do you think?
Trust & Betrayal in the Workplace: Building Effective Relationships in Your Organization, Second edition
In today's competitive global economy, organizations sometimes must make difficult, even distressing changes. For them to be successful, trust is vital. After all, business is conducted via relationships, and trust is the foundation to effective relationships. This book is about trust; the power when it exists, the problems when it doesn't, the pain when it is betrayed, and how to restore it. Drawing on years of research and experience with organizations worldwide, the authors provide a simple yet comprehensive approach to trust that shows how to discuss it constructively, identifies behaviors that build or break trust, and describes steps to rebuild trust and sustain it even through periods of change. This revised, expanded edition features new examples and practical tips, tools, quizzes, and exercises to help readers create work environments where trust grows so that people feel good about what they do, relationships are energized, and productivity and profits accelerate.
272 pages, Paperback
First published January 1, 1999
About the author
Dennis S. Reina
13 books2 followersReina Trust Building Institute, Co-Founder and President
Viewed worldwide as an authority on trust, Dennis developed the original Reina Trust & Betrayal Model®, the set of trust-measuring surveys, and many of the Trust Building® tools and resources the company offers. With his clear focus on research and operations, Dennis leads the Reina Trust Building Institute's research initiatives and product development.
Dennis has a gift for making the complex dynamics of trust simple, and for bringing them to life in a manner that is easy to understand and apply. Drawing upon his own life experiences, such as wilderness treks and two battles with cancer, Dennis brings an uncommon combination of perspective, passion and academic rigor to the topic of trust.
From this multidimensional foundation, Dennis masterfully engages audiences experientially in Trust Building®. He regularly consults, speaks, trains and coaches leaders and their people in organizations across the continent and around the world.
Dennis and Michelle Reina co-authored the ground-breaking, award-winning book, Trust and Betrayal in the Workplace: Building Effective Relationships in Your Organization, originally published in 1999 1st ed. and now available as a revised and expanded 2nd edition, as well as its sequel, Rebuilding Trust in the Workplace: Seven Steps to Renew Confidence, Commitment and Energy, which was released in October, 2010.
Viewed worldwide as an authority on trust, Dennis developed the original Reina Trust & Betrayal Model®, the set of trust-measuring surveys, and many of the Trust Building® tools and resources the company offers. With his clear focus on research and operations, Dennis leads the Reina Trust Building Institute's research initiatives and product development.
Dennis has a gift for making the complex dynamics of trust simple, and for bringing them to life in a manner that is easy to understand and apply. Drawing upon his own life experiences, such as wilderness treks and two battles with cancer, Dennis brings an uncommon combination of perspective, passion and academic rigor to the topic of trust.
From this multidimensional foundation, Dennis masterfully engages audiences experientially in Trust Building®. He regularly consults, speaks, trains and coaches leaders and their people in organizations across the continent and around the world.
Dennis and Michelle Reina co-authored the ground-breaking, award-winning book, Trust and Betrayal in the Workplace: Building Effective Relationships in Your Organization, originally published in 1999 1st ed. and now available as a revised and expanded 2nd edition, as well as its sequel, Rebuilding Trust in the Workplace: Seven Steps to Renew Confidence, Commitment and Energy, which was released in October, 2010.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 18 of 18 reviews
January 1, 2023
Basic primer about trust and betrayal in the workplace. Focuses on how each of us can change our own behaviors to improve trust and to effectively navigate minor and major betrayals in the workplace.
December 15, 2019
Awesome! This is a great book about trust that I have read in 2 last years. Inspired!
Read
April 17, 2025"Trust and Betrayal in the Workplace" by Dennis Reina and Michelle Reina is a thoughtful, deeply insightful exploration of how trust operates – and often deteriorates – within professional environments. The book doesn’t just speak to leaders or HR professionals; it’s written for anyone navigating the challenges of collaboration, communication, and interpersonal dynamics at work. At its core, the book delivers a hopeful yet realistic message: trust may be fragile, but it’s also repairable – and that repair starts with small, intentional choices made consistently over time.
The Reinas highlight a vital truth we often overlook: trust isn’t always broken by explosive incidents or overt betrayals. More often, it’s chipped away by everyday behaviors that seem insignificant in the moment – someone interrupting you during a meeting, a missed deadline, or an email left unanswered. These micro-breaches may not feel like betrayals individually, but as they pile up, they create emotional distance and lead people to disengage. In the workplace, these patterns slowly but surely corrode motivation and collaboration. And once trust starts eroding, it takes more than good intentions to fix it.
One of the most important ideas the book offers is that trust is not a trait – it’s a practice. You don’t just have trust with someone; you build it, moment by moment, choice by choice. Whether you’re a manager leading a team or a colleague supporting a peer, your actions have a cumulative effect. This means that even when trust has been damaged, it’s not lost forever. Through self-awareness and small, deliberate efforts, it can be rebuilt. But doing so requires attention to the little things: how we speak, how we listen, how we show up for one another.
The Reinas also emphasize that trust isn’t a one-way street – it involves both giving and receiving. Often, people focus only on whether they can trust others. But real trust grows when you also ask: can others trust me? This means being reliable, consistent, and clear. And crucially, it means aligning your actions with your words. When someone says they’ll do something and follows through, even in small ways, it sends a message: 'You can count on me.' When that consistency is missing, trust starts to erode, no matter how skilled or well-intentioned someone may be.
Another powerful insight the book explores is the idea that many breaches of trust are unintentional. Most people don’t set out to betray their colleagues. Instead, trust is often weakened through miscommunication, unclear expectations, or the assumption that others understand something when they don’t. For instance, a team member may believe they’ve communicated a key change in a project plan, while others feel blindsided when things suddenly shift. Or a leader may set a deadline without checking whether their team has the time and resources to meet it. These moments of misalignment may not be malicious, but they have real consequences. Over time, they create friction, resentment, and a culture of second-guessing.
What makes this book especially compelling is how practical and actionable its advice is. Rather than offering abstract theories, the Reinas lay out concrete behaviors that build or break trust. One of the most consistent themes is clarity: clarity in expectations, in feedback, in goals. When people know what’s expected of them, and when they feel empowered to clarify when things aren’t clear, trust flourishes. Regular check-ins, honest conversations, and even a simple, 'Do you have everything you need?' can go a long way. These small acts reinforce the message that you’re invested in others’ success – and that, in turn, encourages reciprocity.
Communication plays an outsized role in trust dynamics, and the authors don’t shy away from addressing its challenges. They remind us that trust is often lost not through what’s said, but through what isn’t. Withholding information, even unintentionally, creates gaps that people tend to fill with doubt or negative assumptions. When teams aren’t looped in or updates are shared too late, the result is confusion, inefficiency, and a subtle erosion of psychological safety. But the flip side is just as powerful: when people are informed, when they feel like they’re part of the process, they become more engaged and committed. Transparency, even when the news isn’t great, fosters confidence.
A recurring message throughout the book is that trust isn’t about perfection – it’s about accountability. People will make mistakes. They’ll miss the mark sometimes. What matters more is how those moments are handled. Do you acknowledge the mistake? Do you apologize or try to repair the impact? Or do you avoid it, hoping it goes unnoticed? The authors urge readers to lean into discomfort and take ownership when things go wrong. Being honest about a misstep can actually build trust if handled with humility and openness. People don’t need their colleagues to be flawless – they need them to be real and responsive.
Recognition and appreciation are another underrated but crucial factor in workplace trust. When people feel seen and valued for their contributions, it reinforces their sense of belonging and worth. Micromanagement, on the other hand, sends the opposite message: 'I don’t trust you to get this right.' That message may not be said outright, but it’s clearly received. Empowering others, trusting them to make decisions, and recognizing their efforts builds both competence and confidence. And when someone feels capable and trusted, they’re more likely to extend that trust to others.
The book doesn’t place the responsibility for trust-building solely on managers or leaders, though it does highlight their outsized influence. Trust is everyone’s job. Whether you’re an entry-level employee or a seasoned executive, your words and actions contribute to the climate around you. That climate can be one of openness, curiosity, and collaboration – or one of fear, avoidance, and disconnection. Your choice matters.
In its final sections, the book offers a powerful reminder: while we can’t control other people’s actions, we always have control over how we respond. When trust has been broken, it’s natural to feel hurt, angry, or cautious. Those reactions are valid. But staying stuck in resentment serves no one. Healing starts when we choose to respond with intention. That might mean initiating a hard conversation, offering forgiveness, or simply shifting our mindset about what’s possible in a relationship. The authors encourage readers to process their feelings but not be ruled by them. Reclaiming your own power is part of rebuilding trust – not just with others, but with yourself.
Ultimately, “Trust and Betrayal in the Workplace” is not just a book about fixing what’s broken; it’s about creating something better from the ground up. Trust isn’t a luxury or a 'nice to have' in a workplace – it’s a foundational element that determines whether people can do their best work, feel psychologically safe, and build meaningful professional relationships. The beauty of this book lies in its balance: it doesn’t sugarcoat the difficulties of trust repair, but it also doesn’t leave readers without hope. It offers a pathway – grounded in everyday behaviors – that anyone can follow.
By the final page, what becomes clear is that trust doesn’t require dramatic transformation. It requires intention. Attention. And the courage to show up – even after things go wrong – with a willingness to try again. That’s how teams grow stronger. That’s how relationships heal. And that’s how trust, no matter how shaken, begins to return.
The Reinas highlight a vital truth we often overlook: trust isn’t always broken by explosive incidents or overt betrayals. More often, it’s chipped away by everyday behaviors that seem insignificant in the moment – someone interrupting you during a meeting, a missed deadline, or an email left unanswered. These micro-breaches may not feel like betrayals individually, but as they pile up, they create emotional distance and lead people to disengage. In the workplace, these patterns slowly but surely corrode motivation and collaboration. And once trust starts eroding, it takes more than good intentions to fix it.
One of the most important ideas the book offers is that trust is not a trait – it’s a practice. You don’t just have trust with someone; you build it, moment by moment, choice by choice. Whether you’re a manager leading a team or a colleague supporting a peer, your actions have a cumulative effect. This means that even when trust has been damaged, it’s not lost forever. Through self-awareness and small, deliberate efforts, it can be rebuilt. But doing so requires attention to the little things: how we speak, how we listen, how we show up for one another.
The Reinas also emphasize that trust isn’t a one-way street – it involves both giving and receiving. Often, people focus only on whether they can trust others. But real trust grows when you also ask: can others trust me? This means being reliable, consistent, and clear. And crucially, it means aligning your actions with your words. When someone says they’ll do something and follows through, even in small ways, it sends a message: 'You can count on me.' When that consistency is missing, trust starts to erode, no matter how skilled or well-intentioned someone may be.
Another powerful insight the book explores is the idea that many breaches of trust are unintentional. Most people don’t set out to betray their colleagues. Instead, trust is often weakened through miscommunication, unclear expectations, or the assumption that others understand something when they don’t. For instance, a team member may believe they’ve communicated a key change in a project plan, while others feel blindsided when things suddenly shift. Or a leader may set a deadline without checking whether their team has the time and resources to meet it. These moments of misalignment may not be malicious, but they have real consequences. Over time, they create friction, resentment, and a culture of second-guessing.
What makes this book especially compelling is how practical and actionable its advice is. Rather than offering abstract theories, the Reinas lay out concrete behaviors that build or break trust. One of the most consistent themes is clarity: clarity in expectations, in feedback, in goals. When people know what’s expected of them, and when they feel empowered to clarify when things aren’t clear, trust flourishes. Regular check-ins, honest conversations, and even a simple, 'Do you have everything you need?' can go a long way. These small acts reinforce the message that you’re invested in others’ success – and that, in turn, encourages reciprocity.
Communication plays an outsized role in trust dynamics, and the authors don’t shy away from addressing its challenges. They remind us that trust is often lost not through what’s said, but through what isn’t. Withholding information, even unintentionally, creates gaps that people tend to fill with doubt or negative assumptions. When teams aren’t looped in or updates are shared too late, the result is confusion, inefficiency, and a subtle erosion of psychological safety. But the flip side is just as powerful: when people are informed, when they feel like they’re part of the process, they become more engaged and committed. Transparency, even when the news isn’t great, fosters confidence.
A recurring message throughout the book is that trust isn’t about perfection – it’s about accountability. People will make mistakes. They’ll miss the mark sometimes. What matters more is how those moments are handled. Do you acknowledge the mistake? Do you apologize or try to repair the impact? Or do you avoid it, hoping it goes unnoticed? The authors urge readers to lean into discomfort and take ownership when things go wrong. Being honest about a misstep can actually build trust if handled with humility and openness. People don’t need their colleagues to be flawless – they need them to be real and responsive.
Recognition and appreciation are another underrated but crucial factor in workplace trust. When people feel seen and valued for their contributions, it reinforces their sense of belonging and worth. Micromanagement, on the other hand, sends the opposite message: 'I don’t trust you to get this right.' That message may not be said outright, but it’s clearly received. Empowering others, trusting them to make decisions, and recognizing their efforts builds both competence and confidence. And when someone feels capable and trusted, they’re more likely to extend that trust to others.
The book doesn’t place the responsibility for trust-building solely on managers or leaders, though it does highlight their outsized influence. Trust is everyone’s job. Whether you’re an entry-level employee or a seasoned executive, your words and actions contribute to the climate around you. That climate can be one of openness, curiosity, and collaboration – or one of fear, avoidance, and disconnection. Your choice matters.
In its final sections, the book offers a powerful reminder: while we can’t control other people’s actions, we always have control over how we respond. When trust has been broken, it’s natural to feel hurt, angry, or cautious. Those reactions are valid. But staying stuck in resentment serves no one. Healing starts when we choose to respond with intention. That might mean initiating a hard conversation, offering forgiveness, or simply shifting our mindset about what’s possible in a relationship. The authors encourage readers to process their feelings but not be ruled by them. Reclaiming your own power is part of rebuilding trust – not just with others, but with yourself.
Ultimately, “Trust and Betrayal in the Workplace” is not just a book about fixing what’s broken; it’s about creating something better from the ground up. Trust isn’t a luxury or a 'nice to have' in a workplace – it’s a foundational element that determines whether people can do their best work, feel psychologically safe, and build meaningful professional relationships. The beauty of this book lies in its balance: it doesn’t sugarcoat the difficulties of trust repair, but it also doesn’t leave readers without hope. It offers a pathway – grounded in everyday behaviors – that anyone can follow.
By the final page, what becomes clear is that trust doesn’t require dramatic transformation. It requires intention. Attention. And the courage to show up – even after things go wrong – with a willingness to try again. That’s how teams grow stronger. That’s how relationships heal. And that’s how trust, no matter how shaken, begins to return.
September 13, 2023
-"When people have confidence in one another's abilities, intentions, and commitment, they're more willing and able to participate, collaborate, and innovate."
-Trust of Character, Communication, and Capability
-"Your ability to trust others is directly rooted in your ability to trust yourself."
-"Business is conducted through relationships, and trust is the foundation of effective relationships. Trust builds the bridge between the business need for results and the human need for connection."
-"You earn Trust of Communication by practicing six primary behaviors: share information, tell the truth, admit mistakes, give and receive constructive feedback, maintain confidentiality, and speak with good purpose."
-"An environment where people take risks, innovate, and stretch themselves to make progress is an environment where mistakes happen."
-"It's not so much what you say, but how you say it - and the intention with which you offer your insights."
-"Trust building does not require you to change who you are, but rather to be aware of who you are."
-Questions for capacity to trust: How realistic are you? Do you need to see it to believe it? Do you generalize? Do you operate in the gray?
-"Forgiveness doesn't mean you condone the betrayal. Forgiveness just means you understand it."
-"You create the change you want to see in your organization through modeling it first yourself."
-Trust of Character, Communication, and Capability
-"Your ability to trust others is directly rooted in your ability to trust yourself."
-"Business is conducted through relationships, and trust is the foundation of effective relationships. Trust builds the bridge between the business need for results and the human need for connection."
-"You earn Trust of Communication by practicing six primary behaviors: share information, tell the truth, admit mistakes, give and receive constructive feedback, maintain confidentiality, and speak with good purpose."
-"An environment where people take risks, innovate, and stretch themselves to make progress is an environment where mistakes happen."
-"It's not so much what you say, but how you say it - and the intention with which you offer your insights."
-"Trust building does not require you to change who you are, but rather to be aware of who you are."
-Questions for capacity to trust: How realistic are you? Do you need to see it to believe it? Do you generalize? Do you operate in the gray?
-"Forgiveness doesn't mean you condone the betrayal. Forgiveness just means you understand it."
-"You create the change you want to see in your organization through modeling it first yourself."
January 19, 2026
This book confronts us with bad news first: Betrayals happen in the workplace, and unfortunately, they will continue to happen. They cause slowdowns; they cause mistrust; they disrupt a customer- or client-centered focus and create infighting. The good news is that quickly recentering your trust, though not blind trust, can overcome these shortcomings. This book can help readers to become more trustful employees in the workplace.
This book is known as "the book" for workplace betrayal issues. And what worker hasn't been betrayed in the workplace? It starts with becoming a more trustworthy and trustful person yourself.
The main issue this book leaves unexplained is how to lead other through this process. What do you do with people who are habitual untrusting people? Though this book offers little to answer that question, the authors have gained my trust to explore their other books for answers about this topic.
Though we often think of emotions and relationships as being out of the workplace, they bind the social fabric of any team. Understanding their dynamics, as this book helps us, will help us become more effective workers and leaders. This book's reputation as the go-to resource has been upheld in my reading, and I commend it to others to learn to trust more readily and more wisely.
This book is known as "the book" for workplace betrayal issues. And what worker hasn't been betrayed in the workplace? It starts with becoming a more trustworthy and trustful person yourself.
The main issue this book leaves unexplained is how to lead other through this process. What do you do with people who are habitual untrusting people? Though this book offers little to answer that question, the authors have gained my trust to explore their other books for answers about this topic.
Though we often think of emotions and relationships as being out of the workplace, they bind the social fabric of any team. Understanding their dynamics, as this book helps us, will help us become more effective workers and leaders. This book's reputation as the go-to resource has been upheld in my reading, and I commend it to others to learn to trust more readily and more wisely.
December 3, 2019
This wonderful book takes into deep into the world of trust. It's about how we trust ourselves, and others, and damages to our trust take place regularly. We learn how to build trust with ourselves, and with others. The 3 Cs are a great model for building trust, and the 7 steps for rebuilding trust strongly reminded me of my counselling studies.
I guess I was expecting else in terms of rebuilding trust, so 4 stars instead of 5.
But this book is worth every word. The examples of trust being broken reminds you so much of your personal and professional life, without much effort. They definitely help drive the points home. I loved the questions for reflection at the end of each chapter.
I guess I was expecting else in terms of rebuilding trust, so 4 stars instead of 5.
But this book is worth every word. The examples of trust being broken reminds you so much of your personal and professional life, without much effort. They definitely help drive the points home. I loved the questions for reflection at the end of each chapter.
April 6, 2021
A comprehensive guide on the trust, how to nourish it and how to revive it after a betrayal. I liked the examples from various work situations. Never thoughts of small things as betrayals though but it all adds up to better or worse trust in your team.
April 5, 2020
Great framework to think about building high trust relationship with yourself, other people and teams.
July 11, 2020
Abandoned. I don't recommend it.
October 31, 2023
Useful book for unpacking how trust and built and betrayed in organizations. Possibly most useful for leading through layoffs.
April 15, 2025
Small things build up
Work place trust is fragile
Everyday interactions chip away at your confidence
Work place trust is fragile
Everyday interactions chip away at your confidence
This entire review has been hidden because of spoilers.
April 15, 2008
We've probably all experienced that really bad job that drained every bit of creativity, energy, and enthusiasm we had. Perhaps you had that overbearing boss who had unrealistic expectations or that supervisor who wouldn't just trust you do your work. Maybe you worked in a place where suggestions or attempts to solve problems were quickly quashed or met with anger.
Trust and Betrayal in the Workplace unequivocally illustrates that such situations not only make the job a hassle but also inhibit the potential productivity of all employees. Basically, as the employee realizes that he or she (or others around them) is being devalued, he or she becomes less committed to doing the best job possible.
Dealing with the resulting morale issue is extremely challenging. Even if the actual problem is addressed, often lost trust is difficult to repair. For instance, if the company attempts to encourage employees to report potential problems, few will likely come forward because they can't possibly believe that they won't get yelled at or have their issues ignored once again. Trust and Betrayal in the Workplace explains that this situation need not be futile. There are ways to rebuild trust and address past issues to create a stronger, more productive business.
Trust and Betrayal in the Workplace unequivocally illustrates that such situations not only make the job a hassle but also inhibit the potential productivity of all employees. Basically, as the employee realizes that he or she (or others around them) is being devalued, he or she becomes less committed to doing the best job possible.
Dealing with the resulting morale issue is extremely challenging. Even if the actual problem is addressed, often lost trust is difficult to repair. For instance, if the company attempts to encourage employees to report potential problems, few will likely come forward because they can't possibly believe that they won't get yelled at or have their issues ignored once again. Trust and Betrayal in the Workplace explains that this situation need not be futile. There are ways to rebuild trust and address past issues to create a stronger, more productive business.
December 26, 2012
This is an invaluable book, not just for organizational development practitioners, but anyone who would like to improve organizational and team relationships in the workplace.
Their framework for describing the kinds of organizational trust is very comprehensive - contractual or character, communications and competencies (do people have the necessary skills and competencies needed to do what they are asked to in their organizational roles). They have many insightful reflection exercises throughout the book that individuals and work teams can use to assess where they are in terms of a particular area of trust. In addition the authors are candid about how organizational trust can be betrayed, and describe some strategies to rebuild trust and promote healing.
Their framework for describing the kinds of organizational trust is very comprehensive - contractual or character, communications and competencies (do people have the necessary skills and competencies needed to do what they are asked to in their organizational roles). They have many insightful reflection exercises throughout the book that individuals and work teams can use to assess where they are in terms of a particular area of trust. In addition the authors are candid about how organizational trust can be betrayed, and describe some strategies to rebuild trust and promote healing.
March 27, 2017
I’ve been trying to crystallize some thinking on building adoption and engagement for SharePoint implementations which lead me to models for change and John Kotter’s Leading Change book. Step 2 of his 8 step process is to Creating a Guiding Coalition. There are aspects of building the coalition that Kotter covers well: Position Power, Expertise, Credibility, and Leadership – however, inherently there’s the component of trust that’s missing in his discussion of this topic. Credibility touches ever so slightly on it. Credibility is a specific trust around someone but I believe this issue of trust and being a part of a team is much more.
Click here to read the full review
Click here to read the full review
January 2, 2013
Penggambarannya bagus, ada tabelnya, penerjemahnya juga memilih kata-kata yang tepat terlebih untuk orang-orang awam seperti saya.
Sebenernya awalnya terjebak sih, dapet buku ini sebagai reward suatu acara kantor...tapi setelah baca...mungkin sukanya karena mungkin ngerasa ada kata-kata dari beberapa chapter yang menggambarkan apa yang pernah ada di otak tapi belum bisa menerjemahkannya ke kata-kata yang tepat.
Sebenernya awalnya terjebak sih, dapet buku ini sebagai reward suatu acara kantor...tapi setelah baca...mungkin sukanya karena mungkin ngerasa ada kata-kata dari beberapa chapter yang menggambarkan apa yang pernah ada di otak tapi belum bisa menerjemahkannya ke kata-kata yang tepat.
June 13, 2009
Possibly one of the best books on the structures and impacts that even small workplace betrayals can have on results. In my work setting, this should be mandatory reading.
August 12, 2009
I found this book to be far more practical than the Covey "Speed of Trust" - lots of overlapping information, but more application activities here.
July 17, 2011
Great book - pointed me to evaluate the working relationships I had in my work environment
Displaying 1 - 18 of 18 reviews