7 Habits to Earn Your Manager’s Trust and Respect
How to Prove You’re the Most Committed Person in the Room?
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Have you ever wondered what it takes to stand out at work?
Not just as someone who does the job but also as the person your manager instinctively trusts to take on the big responsibilities?
“Who can I trust to handle this?”
That’s the question every manager asks themselves when something important comes up — and the answer isn’t always the most obvious choice.
Early in my career, I struggled to be that person.
I worked hard, hit my deadlines, and thought that would be enough.
But the truth is, it wasn’t.
My manager trusted me to do my job, sure, but when it came to the bigger opportunities — the ones that really mattered — I wasn’t the first person they thought of.
That realization was a hard pill to swallow.
I wasn’t just looking for approval — I wanted to be indispensable.
I started paying attention to the “habits of the people” my manager trusted most and made it my mission to do the same.
Over time, I saw the shift happen.
If you’re not there yet — you’re about to learn how to change that.
In this post, I’ll share 7 habits to ensure your manager sees you as someone they want to rely on.
These habits will set you apart from everyone else in the room.
Let’s get started.
If you’re new, here’s what you missed in the last few weeks:
Habit #1 — Be the first face your manager sees in the morning
I noticed that people who earned that respect from their bosses were the first to come and last to leave the office. But let me be clear — they were not playing the overtime game.
They were playing the strategy game.
These people understood a simple truth:
Being early means you're already in the flow when others are just starting their day.
When your manager walks in, you're not rushing through the door or frantically logging into your computer — you're already making progress.
Being the first face your manager sees when they walk into the office immediately conveys one message:
YOU ARE INVESTED!
Now, don’t get me wrong.
I don’t mean you burn yourself out or work yourself to exhaustion. I mean, you become intentional with your time.
I learned to come in 30 minutes before my usual start time. That quiet morning period became my secret weapon. I used it to:
review the day's priorities
clean up my inbox
prepare questions for upcoming meetings
plan any important conversations
The result?
When my manager arrived, I could greet them with updates rather than questions. I wasn't just present — I was prepared.
Keep in mind that consistency is key here.
It's better to arrive at 8:30 a.m. every day than to show up at 7 a.m. three times and then slip back to rushing in at 9 a.m. Your manager needs to know they can count on you being there.
This habit isn't about showing off.
NO!
It's about creating a reputation for reliability.
When your manager knows you're always there, ready to tackle whatever comes up, trust follows naturally.
Additional Reading:
Habit #2 — Be self-directed
Here's something I learned the hard way:
Every time you ask your manager, "What should I do next?" you're adding to their mental load.
Every time you run to them with a problem before trying to solve it yourself, you're showing them one thing: You're dependent.
And dependence won’t make your manager say, “I can rely on this guy.”
Think about it.
The people your manager trusts aren't the ones constantly asking for direction. They're the ones who come with solutions, not just problems.
They're the ones who say: "I noticed this issue, here's what I think we should do, and here's why."
Instead of: "I found a problem – what should I do?"
This was a game-changer for me.
I started treating every challenge as an opportunity to show initiative. Before going to my manager, I'd check myself for self-management:
have I tried to solve this myself?
have I researched potential solutions?
can I present options instead of questions?
do I have a recommended approach?
I would then use the Pyramid Principle to present the Problem + Solution to the manager.
Here's the truth:
Your manager WANTS you to think independently. They WANT you to take ownership.
But remember…
Being self-directed is not about keeping problems to yourself. It's about using your good judgment to decide when to handle things independently and when to invite others to join in the conversation.
Keep your manager informed, not consulted.
Instead of asking, "Should I do X?" ask, "I'm planning to do X because [for this reason]. Let me know if you see any concerns."
See the difference?
One approach dumps the decision in their lap.
The other shows you can think for yourself while keeping them in the loop.
That's how trust is built.
Not by being a robot that needs programming but by being a partner who can think critically and act decisively.
Your manager will notice.
And more importantly?
They'll remember.