Can we talk about trust for a moment?
It seems like it’s getting harder to come by. In my coaching conversations, whether with execs, team leaders or other coaches, the topic of trust pops up again and again. And not just “do we have it?” but “why does it feel like it’s gone walkabout and how do we get it back?”
What the Data Is Telling Us
Here’s the sobering bit:
- 63% of employees say they trust their colleagues…
- But only 46% trust their senior leaders (Edelman Trust Barometer, 2024).
- And when trust is high? Teams see 21% higher productivity and 50% lower turnover (Gallup, 2023).
So trust isn’t just warm fuzzies and signs on the wall, its measurable and has a serious impact on performance, wellbeing and retention.
A Few Trust Myths That Need Busting
Let’s clear up a few common misconceptions I hear a lot:
- “We all like each other, so we must have trust.”
Not necessarily. Politeness isn’t the same as psychological safety. - “We’ve done a Strengths, so we’ve got trust sorted.”
Lovely start, but it’s not a one-and-done. Trust needs maintenance, like my veggie garden leave it unattended too long and the weeds set in.
Why is Trust at an All-Time Low?
From what I’ve seen (and what the research backs up), there are a few key reasons trust is wobbling, especially in managers and leaders.
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Uncertainty Breeds Distrust
When change is constant, and communication is sporadic, unclear or silent, people fill in the blanks often with the worst-case scenario, we are hard-wired for negativity.
“If you’re not telling me what’s happening, I’ll make up a
story and it probably won’t be a positive one.”
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Managers Are in the Middle
They’re juggling strategy, performance, emotions, admin, and Zoom calls that could’ve been emails. It’s no wonder trust falters when managers are overwhelmed and under-supported.
Only 21% of employees strongly agree they trust their organisation’s leadership (Gallup, 2023). And it’s not much better for direct managers.
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Lack of Authenticity and Follow-Through
You don’t need a coaching qualification to tell when something’s just for show. If the message doesn’t match the behaviour, trust takes a hit
- Say “we value wellbeing,” then ignore burnout and ask for more with less?
- Ask for feedback, then dismiss it?
That gap between what’s said and what’s done? That’s where trust evaporates.
“Followers need to trust that their leaders can keep their word and be relied on to act with integrity. Trust is the foundation of human relationships; people are able to collaborate toward shared goals more effectively when trust is present.” Gallup Leadership Report: What Followers Want
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We’ve Lost the Human Moments
With hybrid and remote work, those “How was your weekend?” kitchen chats have disappeared. Without informal connection, everything feels transactional — and trust doesn’t thrive in spreadsheets and Slack threads alone.
What Can We Do? (Good News – A Lot!)
Trust isn’t about luck or personality — it’s built through consistent, intentional behaviour. And when we understand each other’s CliftonStrengths, we start to see that trust is built (and sometimes broken) in different ways for different people.
- Start with self-awareness
Which of your themes build trust naturally? Which might need a bit of tuning or translating for others? Check out this super simple activity to use in your team. - Communicate with intent
Even a quick “I don’t have the answer yet, but I’ll keep you posted” builds credibility. Uncertainty admitted to is OK — silence is not. - Be consistent
People will trust what you do more than what you say.
Tools to Help You Grow Trust
I’ve put together a few resources to support your work with teams:
A Deeper Conversations Guide
Prompts to spark meaningful, trust-building discussions using strengths language.
A Simple and Effective Activity to create awareness and understanding of the diverse trust levels among participants, fostering a deeper appreciation for how trust is built and maintained in interpersonal relationships.
What Builds & Breaks Trust
A quick-reference tool to spot trust-building and trust-breaking behaviours across different themes.
Whether you’re leading a team, coaching one, or reflecting on your own trust-building superpowers — I hope this gives you something to work with.
