How Trust and AI Can Create More Value for Frontline Workers

In a recent LinkedIn post, Ben Eubanks discusses how organizations can create value for frontline workers through trust, supportive leadership and the thoughtful use of AI. This article reports on Eubanks’s post and the ideas he shared there; it is not written by him.

“When organizations empower and trust those people they’ve brought on, that allows them to show up and do their best work.”

Eubanks points to a frontline workforce video featuring Sarah Reynolds, a member of his team, as the starting point for his argument. In his account, trust is not simply a morale measure: it shapes whether employees have room to contribute fully in the roles they were hired to perform.

Trust is built into workplace culture

According to Eubanks, employee empowerment depends on choices made across an organization, particularly by its leaders. He cautions against treating a trusting environment as something that appears by chance. Instead, he links it to the business’s culture and values, placing responsibility on leadership to make those principles visible in day-to-day work.

“This is not happenstance. It’s not accidental. It’s based on the culture and values of the business and its leadership.”

That distinction gives Eubanks’s post a practical focus. If trust is shaped by organizational culture, leaders have a role in creating conditions where frontline employees can exercise judgment and apply their skills. The post does not detail specific management practices, but it frames empowerment as an intentional outcome rather than a matter of individual chance.

AI as support for the work people were hired to do

Eubanks also raises the possibility that AI could reduce repetitive, mundane tasks. In his view, that use of technology could give employees more opportunity to focus on the core responsibilities of their jobs. The post presents AI as a potential aid to frontline work, with its value tied to whether it frees people to contribute in more meaningful ways.

“there’s also an opportunity for AI to help take some of that repetitive, mundane work off everyone’s hands so they can lean into the role and work they were hired to do.”

The point is conditional: Eubanks describes an opportunity, not a guaranteed result. His framing connects technology to the employee experience and to how work is organized, rather than treating AI adoption as an end in itself. The post does not specify which tasks or tools are involved, so the examples remain at the level of a broader principle.

A shared benefit, with more discussion to come

Eubanks summarizes the intended outcome as a shared gain: “In that scenario everyone wins.” That conclusion follows the post’s two linked themes—an organizational culture that trusts employees and technology that may remove routine burdens.

He also says his team partnered with UKG on the video series and announced plans for a webinar with HR Executive, where they intended to share research and examples related to elevating the frontline workforce. Taken together, Eubanks’s post invites employers to consider how leadership choices and automation might help frontline workers spend more time on the work they were hired to do.