Abstract Trust is an essential aspect of leader-stakeholder relationships and is at the core of every trait that defines a strong team. However, not all managers are equipped with skills and knowledge on how to inspire trust in their subordinates. By focusing on reward systems rather than establishing a mutually trusting rapport with workers, leaders risk alienating their workforce, leaving them unmotivated and unsatisfied, and, as a result, less productive and more likely to look for a different job. To build trust, managers need to cultivate a special atmosphere in the workplace and develop their character traits to inspire trust better. Introduction To achieve success in a modern competitive market of products and services, a lot of facts need to be taken into account. To an outside observer with a passing acquaintance of the workings of the industry, it may seem that a novel idea or approach and a strong, charismatic leader would be the principal ingredients to setting up a successful company. And in the past, this was a widespread approach. It was believed that effective leaders were the principle of the human resource of the business. Leaders were seen as exceptional and rare, in contrast to numerous and replaceable followers. And while this approach had its uses when vertical-based businesses were the powerhouses of the economy, in modernity, the emphasis has shifted from the cult of personality to team effort and collaboration. Also, businesses can no longer survive, on innovation alone, since it is a given that a radical, interesting idea will quickly be copied or imitated in some way by the competition. Thus, most entrepreneurs who have experience managing a modern, horizontally-organized business know that nowadays, a strong leader and an innovative idea are at best a solid foundation for an enterprise and cannot hold a business afloat by themselves. In such an environment, staff members become the most valuable resource of the business. But the transition has not been complete, as many managers now recognize the importance of motivating and engaging their staff, but have a rather vague idea of how to achieve this correctly. The most common approach is to attempt to involve the workers through compensation and benefits, which is extrinsic motivation. This system of motivation is not very useful in the long-term since it requires to be renewed regularly, which is not very financially viable. Intrinsic motivation, as to strive for personal satisfaction or accomplishment, gives people long-term motivation. The issue here is that managers often find it hard to provide their subordinates with recognition and appreciation that they need to feel personal achievement. This is difficult because it requires managers and leaders to build trust with the stakeholders of the business. In the modern environment, trust may very well be the most important element of a successful workplace. It creates a better rapport between team members, and between leaders and subordinates, which is essential in maintaining a high quality of products or service provided, increasing loyalty among employees, and providing a more team-oriented, efficient work environment. This paper will investigate why trust is so important for a successful