This essay discusses the relationship between the employees at Swedish municipalities working at labor market units and their participants. The aim is to understand how their big room for action affects how they see their role and what this does to the help they are able to give the participants. The aim is also to give insight into how other organizations play a role in the creation of trust between the participants and the employees. This is done by breaking down the aim in two different questions: Question 1: How do the employees in labor market interventions view their service based on their room for action within the business and how does this affect their relationship with the client? Question 2: How do the employees use their room for action to help the participants orient themselves in the authority landscape? The data has been collected using a qualitative method and interviews with ten employees at four municipalities have been conducted. The theories used are aspects from the following theories: emotion sociology, professionalism and grassroots bureaucrats. The main findings are that the employees use their own personal life and personalities to make connections with the participants. They go outside of the realm of their job if they think it will help the participants and every employee makes a distinction in where to draw the line regarding what is part of their job.