It seems simple: Be credible and build relationship and the people will trust you.

Unstable, uncertain environments and perceived self-interests are trust killers.

Now, when different national or professional cultures comes in, it becomes more tricky. For a Chinese manager credibility is spelled out differently than for a British manager. A French employee needs to be secured in another way than a Brazilian employee. 

This is similar for risk and self-interest. Some cultures are particularly uncertainty avoidant and very sensitive to perceived self-interest of the leader. Here one need to invest much more in the credibility and relationship part. 

It is a simple equation - but the implementation calls for cultural & emotional sensitivity.