How to build trust as a research supervisor

Every journey towards obtaining a doctoral degree is distinct and personal. But talk to doctoral students and you’ll find that each journey contains recurring threads. One of the most significant is managing relationships with supervisors.

It’s a question of balancing personalities, backgrounds and ways of thinking. While this is not necessarily easy to do, poor relationships almost inevitably create a poor learning environment. Given that each student is different, the idea of a one-size-fits-all approach may seem fanciful, but there is one common ingredient in creating a successful supervisor-supervisee relationship – trust. Fragile yet vital, trust must be treated with care, and, to bring about positive and effective collaboration, it cannot be overlooked.

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But how do we, as academics, build trust, and what do we do when trust is broken?

Building trust as a supervisor

Set trust by signalling your ability, empathy and integrity. Do this by competently guiding a student through the research process, providing insightful and clear feedback, offering constructive criticism and demonstrating a good understanding of the subject matter.

Empathy is equally important. Supervisors need to convey to sense of genuine care and concern for the well-being and success of the student. Foster a supportive and nurturing environment, be approachable and take a clear interest in your supervisee’s development, both academic and personal.

Maintain open communication, be transparent about expectations and act fairly in interactions with your supervisees. As a result, they will feel secure in the integrity of the guidance provided.

It is, however, a two-way relationship. We must also look at how the supervisee can manage their side of the trust equation.

Building trust as a doctoral student

Managing relationships with supervisors involves a simple yet impactful approach – cultivating reciprocity in the expectations set by the supervisor. Trust is an ever-present theme in effective supervisor-supervisee relationships, and it goes beyond mere compliance with expectations. It involves a nuanced understanding of each other’s roles, needs and contributions.

For example, seeking clarity on the supervisor’s expectations demonstrates a genuine commitment to understanding the parameters and objectives of the research collaboration. Transparent communication sets a foundation for trust, as it demonstrates the supervisee’s eagerness to align their efforts with the supervisor’s vision for the project.

Responding quickly is an additional factor that contributes to the trust-building process. It requires both the supervisee and that supervisor to be prompt in acknowledgement of emails, messages and requests, demonstrating a commitment to collaborative working. From the supervisee’s perspective, it reinforces the idea that they value the supervisor’s time and input.

When a supervisee shows initiative in shouldering responsibilities without constant supervision, they create a positive impression on their supervisor. A proactive approach conveys a sense of ownership and dedication to the research goals, reinforcing the trust that the supervisor places in the supervisee’s ability to contribute meaningfully to the project.

Distrust and what to do about it

What happens when trust is broken? The outcome is a decline in trust, giving way to distrust.

Factors such as dishonesty, poor communication, competing priorities, personal conflicts, unrealistic expectations, failure to acknowledge contributions, and reneging on commitments can lead to distrust and a breakdown in interactions.

No one wishes for this situation to happen, but what do you do if it does?

First, don’t underestimate the power of an apology where it is due. The promise to improve in itself can be enough to lead to a positive resolution. For clarity, I’m not talking about apologies that involve trading blame, but rather, apologies that are made quickly and sincerely, with responsibility fully accepted. This demonstrates accountability and that the party in question is willing to take ownership.

In my recent research on trust, I also found that verbal explanations were important in clearing the air of distrust, as they facilitate real-time feedback, enabling the supervisor and that supervisee to address concerns or questions immediately. This promotes a better understanding of each other’s perspectives and fosters a sense of openness and transparency – essential elements in rebuilding trust.

Kingsley Omeihe is a senior lecturer at the University of the West of Scotland.

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