In leadership, trust is not built in boardrooms or townhall meetings—it’s created in the subtle, everyday moments that often go unnoticed. A leader’s influence is shaped as much by non-verbal cues as by their words. Research shows that up to 93% of trust perception comes from non-verbal and micro-behavioral signals, yet most leaders are unaware of this hidden language. These unspoken signals can make or break trust with their teams.

The Invisible Conversation

Non-verbal communication is often the most powerful way we convey messages, particularly in leadership. A leader’s unconscious reactions can deeply impact their perceived trustworthiness. For example, I worked with a CEO who couldn’t understand why his team hesitated to come to him, despite an open-door policy. After observing his behavior, we identified the issue: when team members approached, asking if he had a moment, he’d tighten his jaw and glance at his watch. These subtle cues signaled discomfort, making the team feel unwelcome.

This is what psychologists call a “trust tax.” Small, nearly imperceptible behaviors—like gestures or emotional reactions—accumulate, creating an invisible barrier to communication. It’s not what leaders say, but how they say (or don’t say) it, that shapes trust.

How Our Brains React to Leadership Cues

The impact of non-verbal signals isn’t just psychological; it’s biological. Our brains are wired to respond to authority figures, and subtle cues from leaders trigger emotional responses before we even realize it. Research shows that the amygdala, the brain’s emotional center, plays a key role in interpreting these signals. Open body language signals safety, activating trust-building responses, while defensive gestures trigger a threat response, releasing stress hormones and diminishing psychological safety. Leaders, consciously or not, can either create security or anxiety with every gesture, glance, or pause.

Understanding the neuroscience behind this highlights the importance of leaders’ non-verbal cues. Leaders don’t need to “do” anything extra to be heard—they’re communicating constantly. Recognizing this helps leaders understand the immediate and long-term impact of their actions.

The Power Distance Effect

A critical element that amplifies the power of non-verbal communication is power distance—the gap between leaders and their teams. Research from MIT’s Human Dynamics Laboratory shows how power influences the interpretation of social cues. A seemingly neutral gesture from a leader can have a disproportionate effect. Leaders’ behaviors are constantly scrutinized, and even small actions can have profound consequences for trust.

Take, for example, a senior leader checking their phone during a team member’s presentation. While the leader may think they’re multitasking, it signals to the team that their ideas aren’t important. This undermines psychological safety and makes team members feel unsupported. Similarly, a leader who walks past team members without acknowledgment may inadvertently create a sense of disconnection, leading to “invisible power walls” that can take months to break down. The long-term impact is significant—team members may feel unseen and unimportant, which erodes trust.

The Three Dimensions of Trust Presence

Through years of coaching and working with leaders, I’ve identified three key dimensions of trust presence: physical, emotional, and cognitive. Together, these dimensions create a holistic approach to building trust.

1. Physical Presence: How You Occupy Space
   Physical presence is a powerful form of non-verbal communication, whether in person or virtually. In remote settings, turning on your camera signals engagement. A leader’s body language—like leaning forward or nodding—signals openness. For neurodivergent team members who may avoid direct eye contact, other signs of engagement, such as active listening or expressive facial gestures, help build trust. In contrast, behaviors like crossing arms or turning away can create psychological barriers.
2. Emotional Presence: How You Manage and Project Emotion
   Emotional presence refers to how a leader manages and projects their emotions, especially in difficult moments. Leaders who stay calm and composed during crises reassure the team, fostering trust. For example, a leader who handles a company crisis with transparency and care strengthens the team’s confidence. On the other hand, leaders who become visibly stressed or dismissive create uncertainty, undermining trust. Consistency in emotional responses helps the team feel supported and confident in their leader’s ability to navigate challenges.
3. Cognitive Presence: How You Engage Mentally
   Cognitive presence is about showing full mental engagement. Leaders who listen actively, ask thoughtful questions, and provide meaningful feedback signal that team members’ ideas matter. This fosters trust and collaboration. On the other hand, leaders who make decisions without consulting the team or providing context create disconnection and erode trust. Cognitive presence means more than just being physically present—it’s about creating an environment where everyone feels heard and valued.

Building Trust Through Leadership Presence

Building trust through non-verbal cues is about being aware of the signals you’re sending, rather than adopting new behaviors. One technology executive I worked with discovered that her fast-paced decision-making approach created trust barriers. While efficient, her quick decisions left little room for the team to feel included. She introduced a “trust pause”—a moment of reflection and inclusion before making decisions. This small change significantly boosted team engagement over six months.

Leaders can start by observing their own behavior. Are you making eye contact during conversations? Are you distracted or impatient when others speak? Are you making decisions without consulting your team? Becoming more aware of your presence allows you to make small adjustments with a big impact on trust.

How Stress Undermines Trust

Stress is inevitable in leadership, but high-pressure moments often trigger unconscious behaviors that erode trust. Under stress, leaders may become impatient, dismissive, or disengaged. These behaviors diminish trust and can spread anxiety throughout the team, creating a “contagion effect.”

The key is managing stress-induced behaviors. When under pressure, pause for a moment, take a deep breath, and regulate your emotional response. Your ability to maintain composure will help restore trust, even in the most challenging situations.

Creating Conscious Trust Leadership

Ultimately, building trust through presence isn’t about adding new behaviors—it’s about becoming more intentional with the ones we already practice. Conscious trust leadership means being aware of how your actions—both verbal and non-verbal—affect those around you.

Here are a few strategies to develop this awareness:

• Increase self-awareness by reflecting regularly on your leadership style and its impact on your team.
• Seek feedback from your team to understand how your actions are experienced.
• Practice intentional presence by being fully present during key interactions—whether it’s a meeting, one-on-one conversation, or crisis.
• Develop recovery routines for high-stress situations, ensuring trust is restored quickly after tension.

Building Trust, One Gesture at a Time

As organizations grow more complex, the ability to build trust through conscious presence becomes increasingly important. Whether through emotional stability in crises or genuine engagement in meetings, leaders shape trust by how they show up. The most effective leaders understand the weight of their non-verbal cues, actively manage their emotional and cognitive presence, and recognize that their actions—more than their words—define the culture they create.

As you reflect on your own leadership, ask yourself: What unconscious signals might you be sending? How can you become more conscious of your impact on your team’s psychological safety and trust? The answers to these questions will guide you toward becoming a leader who inspires loyalty, empowers others to share ideas, take risks, and perform at their best.

Want to learn more about the hidden language of trust? Explore this topic further through the author’s breakout session, Repairing Trust: Essential Skills for HR Professionals, at HR Conference & Expo 2025.

Polina Kouzmina is ICF leadership and team coach and the founder of Thriveworks, a Vancouver-based coaching and strategic consulting practice. Drawing on extensive corporate experience in organizational and leadership development, Polina partners with leaders, teams and organizations to build trust-aware cultures that drive collaboration and high performance. Connect with Polina at hello@thriveworks.ca to explore how Thriveworks can elevate your leadership and organizational success.