Indeed. It's just like when people say, "Well, if that's your problem, you need to fix your hiring process." It's amazing how many theories require perfect hiring.
I didn't mention hiring, but if you can't build trust in your teams as a manager you failed your first job. This is not like choosing kanban vs scrum, if your team members can't even speak comfortably you're not running a team, you're telling individuals what to do, which might be what you want to do, but then don't call it a team.
On the one hand you've said explicitly in another comment that there is only one way to do things. On the other hand, you're saying a manager needs to build trust. But in my experience, trust doesn't get built by treating everyone as identical, fungible developer-units who must do things exactly the way you tell them, and nothing else?
A team is a bunch of individuals, and working out how best to motivate everyone on your team is the manager's job. And not everyone is going to be optimally motivated by being told they have to do everything in public.