Bridging the Trust Gap
How to build trust and foster collaboration in a disconnected workplace.
A common theme to emerge from our work in the last year is the erosion of trust. Trust, or a lack of it, is impacting people’s ability and motivation to help businesses innovate and grow.
The 25th edition of the annual Edelman Trust Barometer, a survey of 33,000 respondents from across 28 countries records an unprecedented global decline in employees who say that they trust their employer to do the right thing.
In the general population, the number of people who believe business leaders purposely mislead others has risen to 68% over the last 4 years. And 61% expressed a moderate or higher sense of grievance against business, government and the rich.
We hear a host of factors from our clients and alumni for why trust is falling:
- a sense of disconnection associated with remote and hybrid working;
- an increase in AI and algorithm-led decision-making;
- economic uncertainty and global instability;
- opaque and inconsistent leadership;
- cultural, political and generational polarisation.
We believe leaders and organisations can begin to bridge this trust gap by fostering open communication, with an emphasis on transparency; by ensuring that fairness and human connection continue to play a key role in organisational decision-making; and by creating a climate of psychological safety, where people can be heard and know how to listen.
Throughout 2025 we’ll be looking in more depth at causes of distrust. In our regular alumni practise sessions, articles and forums, we’ll explore how the use of positive influence behaviours can help build bridges and restore trust.
1. Bridging the Trust Gap
Ambitious Leadership
In the face of change and uncertainty, organisations need leaders who can set bold goals, take decisive action and motivate their teams to achieve success.
Trust can be damaged if results are prioritised over people, expectations are unrealistic, or objectives are perceived as self-serving.
We’ll explore how positively ambitious leaders inspire confidence in others, and channel their determination into opportunities for their teams. They build trust by supporting innovation and creating shared visions openly and honestly.
2. Bridging the Trust Gap
Human Connection in the Age of the Algorithm
In the age of AI, human relationships remain fundamental and irreplaceable. While AI can optimize processes, enhance productivity, and simulate some aspects of human interaction, it cannot replicate the complexity of authentic human connections.
The overuse of AI in decision-making within organisations reduces transparency and erodes trust.
We’ll take a look at how positive organisations can restore the balance by prioritising human behaviours, individual judgement and personal accountability.
3. Bridging the Trust Gap
Be Included
Taking responsibility for one’s own inclusion is a critical step in creating a more equitable and trusting workplace. That does not mean excusing systemic exclusion or placing the burden entirely on individuals, but by modelling inclusive behaviours and voicing personal needs with confidence, others are encouraged to do the same.
Everyone becomes collectively invested and shares responsibility.
We’ll investigate the behaviours that foster stronger human connections, build understanding and strengthen trust.
4. Bridging the Trust Gap
Making Generational and Cultural Connections
Different cultural and generational groups may have different preferences around ways of working, from styles of communication to leadership.
There may be an unconscious bias toward their own group, as well as anxiety around being understood, valued and respected by others.
We’ll explore how promoting an environment of psychological safety, where open communication is encouraged and celebrated, helps organisations to strengthen relationships between individuals and groups, and bridge the gaps in trust that occur through perceived differences.