The kinds of people who typically succeed in professional service firms are often driven, rational, and meritocratic, with a great need to achieve. It is the natural thing for such people to stay focused on their own individual performance (something that is reinforced by many firm cultures), and to look for confirmation that what they are doing is all right. This is not a situation conducive to building skills in developing trust. It is in some sense a wonder that so many do so well.
