Wildland fire incident management teams (IMTs) require sustained and coordinated decision-making across levels of authority during dynamic and high-risk events. Trust between team members is important for maintaining the efficient flow of information and allowing team members to adapt to changing conditions, but models of trust in organizational psychology have overwhelmingly been used to describe routine teams in business settings. It is unclear whether these models accurately describe the factors that contribute to felt trust, i.e., the phenomenon of feeling trusted by someone. This is limiting as IMTs involve a strict hierarchy with team members acting as both supervisor and subordinate, who are simultaneously trusted by their own subordinates and supervisors. To explore the psychological antecedents of trust and felt trust, we interview 27 fire managers about the qualities they seek and believe are sought in trustworthy supervisors and subordinates. Results confirm the importance of ability and integrity for both supervisors and subordinates, but reveal that benevolence is more valued in supervisors and less valued in subordinates. Predictability and gender also play an important role in trustworthiness. Results suggest felt trust and trust are psychologically similar but not identical: in general, the factors respondents looked for in trustworthy supervisors they believed their subordinates looked for in them and vice versa. Results highlight key skills for trust in addition to operational or technical competence. Trustworthy team members need to communicate effectively and honestly. Supervisors should emphasize collaborative and inclusive decision-making with their direct reports and cultivate a servant-leader leadership style.