Trust is supposedly lacking in many public institutions such as schools. The Norwegian government’s trust reform aims to provide increased professional freedom to employees and make schools more responsive to experiences and viewpoints within the population. The study examines how trust is manifested in principals’ co-operation with their own employees in the implementation of local development work. The research question is: How is trust expressed in principals’ co-operation with employees and leaders? Trust has several functions. Among these is reducing complexity and unnecessary energy loss within and between organisations. The study is based on interviews with three principals in a medium-sized municipality. Key findings indicate that trust is practiced through the recruitment and selection of employees, professional management and human relations, employee participation, and reputation building. The findings are discussed using theories of co-operation, trust, agency, governance, and leadership. The topics in this study can serve as guides and frameworks for school leaders who seek awareness of their own position and dialogue about what could be good choices to strengthen trust in co-operation within and outside the school system. Themes for further research could include investigating the significance of trust for pupils’ learning environments and well-being.

Keywords: Co-operation, trust, agency, leadership.