The purpose of this paper is to study employees’ sensemaking process around knowledge sharing in a public organization that is managed by trust. By means of qualitative interviews employees have answered questions about their experiences of trust as management philosophy and how they experience such to affect the way they share knowledge. In an organization managed by trust the starting point is that managers have trust in their employees and in their capability of doing a good job. Previous research shows a positive connection between knowledge sharing and trust. However, such research has focused more on trust between people who share knowledge and employees’ trust in their managers. Few studies have studied managers’ trust in employees as a factor that fosters knowledge sharing. The present paper describes how employees experience trust to be expressed in the organization by means of managers’ information and communication in the shape of verbal symbols. It also describes how such verbal symbols lead employees to a sensemaking process to understand the new context as well as how they act accordingly. The result suggests that the employees experience verbal symbols used by managers to make trust more noticeable, increase their freedom of action and that they use such freedom to share knowledge to a greater extent than before. Through the sensemaking process employees understand knowledge sharing as an action that pushes the organization towards its goals, and thereby create new knowledge sharing forum in the shape of communities of practice in order to pursue such goals.