What builds mutual trust in our flexible working?

Trust in flexible working becomes tangible when employers focus on whether work arrives on time and meets the required standard, rather than where employees do it. The Frameworks argues that responsibility runs both ways: employers need to demonstrate trust, and employees need to deliver what is needed. Make the expected work, quality and timing clear so that both sides understand the agreement. Flexible working also needs practical support: The Frameworks describes using collaboration tools and moving its team to laptops so employees could work from wherever they needed to. A 2025 Gallup finding reported that 54% of US managers supervising remote workers strongly trusted their teams to be productive remotely, while 57% of US employees working remotely felt trusted by their manager to work productively remotely.

Clear objectives and consistent leadership behaviour make trust in flexible working an everyday expectation. The Frameworks advises leaders to understand how employees want to work and how they want changes introduced, rather than rely on command and control. Set clear goals, acknowledge employees' efforts authentically and recognise when people meet their objectives or go the extra mile. Leaders also need to model behaviours that support flexible working, helping establish the cultural norms they expect others to follow. Internal communication should reinforce that agreement regularly, using language consistent with trust rather than obedience. Keep employees informed about what is working and what is not, listen to their views and remain open to adjusting arrangements. The Frameworks links clear objectives and genuine recognition with growing confidence and commitment.