Want to build stronger teams? Start by earning their trust
The state of trust today
In 2024, trust is more valuable—but harder to earn—than ever. Economic uncertainty, geopolitical conflicts, climate anxieties, and the rapid rise of AI have left employees looking to their workplaces for stability and reassurance. While trust in governments, media, and NGOs continues to erode, businesses stand out as the most trusted institutions, with 79% of employees trusting their employers—21 points ahead of other institutions.
But even within organisations, trust isn’t always smooth. The 2024 Edelman Trust at Work Special Report reveals a growing gap between executives and associates, propelled by differences in economic optimism. In today’s complex environment, business leaders not only need to bridge this gap—they must also recognise how employees’ voices and influence can shape the organisation and drive meaningful business outcomes.
The link between optimism, trust, and engagement
Economic optimism plays a major role in shaping trust. According to Edelman’s 2024 report, 78% of executives feel confident about their financial future, but only 39% of associates share that outlook. This disparity impacts trust in leadership: associates are 2.5 times less likely to trust their CEOs than executives, preferring instead to turn to peers for reliable information.
This fact alone shouldn’t be cause for concern. We naturally trust those we interact with regularly. The key is to build on this natural trust by being open about the company’s direction and long-term goals. When employees feel informed, they’re more likely to feel secure about their future with the organisation.
Trust, in turn, drives engagement. Optimistic employees are 16% more likely to stay with the company long-term, 34% more likely to recommend it, and 19% more likely to share positive stories on social media.
The benefits go beyond engagement. Gallup’s State of the Global Workforce 2024 Report finds that engaged teams see an 18% boost in productivity and a 23% increase in profitability. The business case for trust is clear.
So, how can business leaders go about cultivating trust with their teams? Here are five key approaches to build and maintain trust in today’s workplace.
1. Personalise communication
It’s not enough to send blanket announcements and hope the message sticks. Leaders should think about the diverse groups within their organisation, and how information travels through it. Treat your internal audiences the way you would external ones—by segmenting and tailoring messages to each group.
One way to do this is through a messaging cascade. When information flows from executives to team leaders, who then articulate it to their teams, they’re delivered through trusted voices that employees are familiar with and rely on. These team leaders are often employees’ main source of information, so providing them with clear messaging and tools to help answer questions such as FAQ documents is critical.
Communication doesn’t stop at delivery. Following up with team leaders to gather feedback and address questions helps make sure the message lands where it matters most—among the people employees trust.
2. Be transparent and accessible
Employees appreciate leaders who are upfront about both wins and challenges. Being open when things get difficult builds credibility and shows that trust is valued over optics. During the pandemic, Airbnb CEO Brian Chesky took a direct, human approach to the company’s challenges, including layoffs. He didn’t just deliver the news—he clearly explained the circumstances that had led to reductions, acknowledged the emotional impact, and offered meaningful support like severance, extended healthcare, and job placement services to those affected.
While senior leaders, especially CEOs, can feel distant because of their titles, making an effort to be visible—whether it’s walking the office floor or visiting different locations—leaders can also create stronger connections. Herb Kelleher, the late co-founder and CEO of Southwest Airlines, believed that simply “saying hello to your people” fostered trust and showed that leadership was approachable and engaged, reinforcing relationships across the organisation.
Transparency also means listening. Employees need to know their feedback is heard and considered. Even when changes aren’t possible, explaining decisions helps keep trust intact and communication open.
3. Acknowledge economic cycles and create growth opportunities
Economic cycles are a normal part of business, but they can be unsettling for employees—especially those who haven’t worked through a significant economic downturn. Leaders can build trust and help employees develop resilience by being upfront about these realities.
At the same time, leaders can support employees by focusing on what they can control: growth and development. Offering opportunities for upskilling helps employees strengthen their skills, preparing them for the future—both personally and professionally. Even during challenging times, the chance to develop new skills keeps employees engaged and focused on their long-term careers.
4. Foster a culture of recognition and feedback
Employees need to know that their contributions—big or small—are noticed and appreciated. Celebrating everyday efforts, as well as major milestones, fosters a culture where every role feels valued.
Each employee plays a unique part in the company’s success, and it’s important to help them see how their work fits into the bigger picture. When employees understand how their day-to-day tasks contribute to the organisation’s broader mission, they feel more connected and motivated; not just a cog in the machine, but a vital piece of the company’s growth.
A culture of feedback is equally important. When employees are comfortable sharing ideas and know their voices are heard, engagement grows and loyalty strengthens.
5. Inspire employees to be part of the bigger picture
Employees are more engaged when they feel their work contributes to something bigger than their day-to-day tasks. Knowing their organisation is committed to making a meaningful impact boosts optimism and connection. According to Edelman, 72% of employees believe it’s important for their employer to take a stand on social issues that matter to them.
That said, not everyone feels comfortable engaging with complex societal issues. Employees may need support to approach these conversations with confidence. Leaders can make a difference by breaking down broad, abstract goals into clear actions. For example, when considering DEI, Mark Cuban explains that diversity is simply about looking where others aren’t for quality talent, equity is about putting people in positions to succeed, and inclusion means giving them the support they need to thrive.
By taking these steps, leaders can help employees feel more comfortable engaging with larger societal goals. When employees understand how their role connects to both the company’s mission and meaningful external impact, it creates a sense of pride and motivation. It’s this connection—to both their work and a greater purpose—that drives engagement, loyalty, and a deeper commitment to the organisation.
Build trust for lasting success
Trust isn’t just a nice-to-have; it’s a cornerstone of thriving workplaces. As the gap between executives and associates widens, transparency, open communication, and connecting work to a bigger purpose have never been more important.
Engaged employees are more productive, loyal, and motivated. By communicating openly, showing how individual efforts connect to broader goals, and fostering a culture of feedback, leaders can create a more engaged workforce—one that drives innovation and paves the way for lasting success.
