There’s a trust vacuum – here’s how (and why) professional associations can help fill it

From economic anxieties to climate disruption to the rise of AI, the world’s nations are facing significant challenges to business as usual. And almost universally, these challenges are being made harder to overcome because of increasing national polarisation and division.

In fact, recent research shows that many countries are trending towards severe polarisation – and why professional associations should be a part of the path back to cohesion.

The trust vacuum

Every year since 2000, Edelman has polled tens of thousands of people across the globe, gauging trust in institutions.

The 2024 research shows trust in government is continuing to fall, which is now viewed by one in two people as unethical, incompetent and a source of false or misleading information. Media are held in even worse regard.

But that’s not to say people have no trust in institutions – business and NGOs are both seen as reliable sources of trustworthy information, as well as ethical. NGO leaders in particular are seen as unifying forces.

While Edelman’s research does not explore attitudes towards professional associations directly, their position straddling the worlds of business and NGOs clearly indicates where they stand – and why they can play such a large role in filling the growing trust vacuum.

Here are four ways associations can do just that.

1. Elevate your expertise

The Edelman research has found that there is one action that is far and away the most effective way to build trust – being a reliable source of trustworthy information.

This should be a natural arena for associations because:

• They are the voices for not just some experts but often almost all experts in a given field
• They are dedicated to the continuing professional development and training of these experts
• They are long experienced in being sources of reliable information for their members.

Understandably, many associations have not traditionally viewed sharing trustworthy information with the public as a core focus. But doing so can do more than simply build much-needed trust – it can also raise awareness of and engagement with an association’s purpose, helping align the public (and, by extension, policymakers) with your association’s strategy.

2. Be strategic with comms

One of the most striking findings from the Edelman research was what we believe about how to achieve constructive action.

For all our cynicism about government, people believe government working alone is significantly more likely to be effective than businesses working alone. But crucially, we believe government and business working in partnership is FOUR times more likely to achieve constructive action.

Any professional advocacy effort has a better chance of success when the public are on board, and an association’s comms are an opportunity to bring this to life.

Being strategic with your comms means:

• Clearly defining your key messages
• Tailoring those messages to all your audiences, including members, government and the public
• Running comms campaigns that put those messages in the formats and channels where each of those audiences are.

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3. Take a stand

It’s no secret that we live in an era in which the public increasingly expects organisations to take vocal stances on the issues of the time. A clear majority of consumers prefer to do business with brands that echo and give voice to their values, and Edelman’s research shows that more than four in five people expect business leaders to show strong stances on everything from climate change to inequality.

It can be uncomfortable territory for many associations, who have long prided themselves on being broad churches. But silence is increasingly seen as complicity – particularly among younger professionals.

4. Bring young professionals along

Edelman’s research found that Generation Z was easily the least trusting of government and the media.

Meanwhile, other international research has found not even one in three members of Generation Z feel positively about associations.

This makes the youngest part of the workforce both a big risk and a big opportunity. The trust vacuum is most pronounced with them, but they also have the lowest awareness of the value of professional associations.

Countering this means proving your value to Gen Z – and doing that means building trust.

Why it matters

Mistrust is corrosive to the flourishing – even the functioning – of any society. This is never more true than when we face challenges that can only be solved on a population-wide scale, like climate change, inequality and ensuring AI is a source of more help than harm.

Associations are in a prime position to be a unifying source, helping advance their nations. And in doing so, they can advance their members’ interests too.

Key takeaways

• Associations are in a prime position to share their expertise with the public and build trust.
• The public see government and business working together as the best shot at solving problems. Association advocacy – and strategic comms – are a key lever to achieve this.
• Building trust with members (and the community) can mean taking bold stands on big-impact issues, even if those issues are outside an association’s core concerns.
• Young professionals offer the biggest opportunity to build trust – and also the biggest potential benefits.

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