In a recent LinkedIn post, Alec Rickard explores the critical difference between a person’s role at work and the intangible qualities of trust and loyalty, arguing that the latter are far more significant for employee retention and engagement. Rickard emphasizes that employees often leave not due to the work itself, but due to the emotional climate of their workplace.
Rickard highlights a common disconnect where employees may feel observed but not truly trusted, managed but not adequately supported, and only heard when problems arise. This environment, he contends, leads to a natural self-preservation instinct.
“So they start playing it safe.
↳ They stop speaking up.
↳ They stop raising risks early.
↳ They stop caring past the job description.That’s not laziness. They are just protecting themselves.”
The Foundation of Loyalty: Safety and Truth
According to Alec Rickard, genuine loyalty is cultivated when employees understand certain fundamental principles are in place. These principles, he outlines, are not about job security in the traditional sense, but about psychological safety and authentic leadership.
Rickard identifies three key pillars for building loyalty:
- Employees must know they will not be punished for speaking truthfully.
- Leaders must demonstrate that they have their team’s back, particularly during challenging situations.
- Leaders need to trust their team’s judgment, moving beyond a mere expectation of following directives.
When these conditions are met, Rickard argues, employees remain engaged, contribute more proactively, and are more committed to the team’s success, even when faced with difficulties.
Trust is Built in Tiny Moments
A central theme in Rickard’s post is the subtle, yet powerful, way trust is established and maintained. He points out that trust is not built through grand gestures, but through consistent, small interactions that signal respect and psychological safety.
“Trust is built in tiny moments.
↳ How you react when someone disagrees.
↳ What you say when a mistake happens.
↳ Whether you listen or shut it down.”
As Rickard notes, these seemingly minor instances are under constant observation by employees. The way a leader responds to disagreement, handles mistakes, or chooses to listen rather than dismiss concerns sends a significant signal about their trustworthiness.
The Power of Small Signals
Rickard suggests that leaders can actively practice reinforcing trust through verbal cues. He offers examples of simple phrases that can have a profound impact:
- “Thanks for saying that.”
- “Let’s talk about it.”
- “I trust your call.”
These phrases, though brief, communicate a powerful message of validation and trust. Rickard concludes that loyalty is not a contractual obligation but a byproduct of an environment where individuals feel secure enough to be open and honest.
“Loyalty isn’t secured by a contract. It’s built when people feel safe enough to be honest.”
Ultimately, Alec Rickard’s insights underscore the human element in leadership, emphasizing that fostering a culture of trust and safety is paramount for retaining valuable, loyal employees.
📝 About This Content
This article is based on insights shared by Alec Rickard on LinkedIn.
📅 Originally posted on January 20, 2026 | View original post on LinkedIn →