The importance of trust cannot be underestimated: try building a relationship without it. New relationships require the careful building of belief between you and your partner.

Trust, here, is about building confidence and becoming sure your partner is not about to go and find someone better.

Once confidence is established, trust is more about feeling comfortable – like breaking wind in front of your partner and not worrying about the consequences.

While it is unlikely you are going to feel that comfortable as you build professional relationships, the successful chief information officer (CIO) will need to believe in a lot of people.

For a start, the technology leader needs to work effectively with the internal technology department to provide timely solutions for intractable business problems.

The provision of such systems relies on a trusted relationship with the chief financial officer and the chief executive – the bosses who ensure money is available when and where you need it.

Finally, the CIO must build dependable relationships with people outside of the firm, including partners and suppliers.

Trust, it would seem, is the byword for operating with confidence and success as a CIO. Trust, too, is a two-way street – your bosses, employees and partners need to believe in you, too.

As a litmus test, it is demoralising to discover that fewer than a third of UK workers have trust and confidence in their leaders, according to Watson Wyatt.

The employee research specialist found that while 51 per cent of workers in the US had trust in the job being done by their organisation’s senior executives, only 31 per cent of UK staff felt the same.

So what, if anything, are you doing wrong? Harvard Business School suggests the causes are manifold: mergers, downsizing and globalisation have accelerated the pace of change, creating a crisis of trust that did not exist a generation ago.

Watson Wyatt also found just 30 per cent of UK workers believe management explain the reasons for major decisions and 18 per cent believe management successfully involve staff in decision-making.

Effective communication, according to the research firm, is the key to building trust with employees. But, as this month’s cover story shows, having the trust of your team is pointless unless you also gain the confidence of the boardroom.

My advice to you: concentrate on building a trusting relationship with your boss – but do not become too comfortable and do continue to worry about the consequences of your actions.