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This is part of a case series. The cases (A & B) trace the first weeks when Hannah Walt became the managing director of Epano Consulting of the Berlin office. Hannah is a fictitious character in a fictitious firm specialized in global environmental sustainability. She was promoted from within the company but came from a different geographical unit and had not worked in the Berlin office before. She was on a career fast track and had been very successful in prior positions. Yet, one week into the job in Berlin getting to know the staff, organization and key clients, she organizes a general staff meeting of all the employees, including her direct reports. Her first meeting as the managing director was a resolute disaster. During the entire meeting, she repeatedly invited questions and comments. No one asked any questions or made comments. Hannah's monologue was the only sound in the meeting hall. The silence in the meeting hall was violently quiet. We later learn in the case that the previous managing director prior to Hannah's arrival had made promises of overtime pay and promotions. Yet, these promises were not kept. Against this backdrop and Hannah's first weeks in the new position, we examine how trust can be proactively created and what can be done if trust is broken.