The New Role of Trust in the Workplace

For years, trust in the workplace has been a background hum threaded through strategy, performance, and culture work.

In the last year, the dull roar seems to have morphed into a sharp, ringing sound in leadership and HR conversations. Data from the Edelman Trust Institute indicates that global employees’ trust in their organization to ‘do what is right’ fell to 75% in 2025, down three points. Meanwhile, only 33 % of employees say they trust their employer in some contexts.

Trust is no longer a passive, background hum. It has very much come to the forefront.

Interestingly, what I have found while working with different employers is how the word ‘trust’ has become almost worn out. In fact, some CEOs have told me they prefer not to use the term ‘trust’ anymore because it’s fallen victim to buzzword culture. It’s thrown around so often now that employees almost believe it but don’t actually feel it.

We have arrived at a paradox: trust is more important than ever, as shown by the data, yet it’s become more difficult to articulate and embed than it has been before.

Why Does Trust Feel Like a Buzzword?

The answer can be summed up by the age-old adage – actions speak louder than words. The classic stock phrases of ‘we trust our teams’ and ‘we’re building trust’ will be consistently heard, but if behaviors are not aligned with or reinforcing these statements then they immediately become hollow…and so does the meaning of trust. In fact, too much talk and not enough action can erode any existing trust.

This inevitably leads to a disconnect between employers and employees, and we can see this chasm opening. One survey found that while 86% of executives said they ‘highly trust’ their employees, only 60% of employees felt that same level of trust from those leaders.

Where would trust show up in an organization if we asked, “Where does trust belong today?” and “What does trust actually look like?” rather than the more standard, “How do we build trust?”

Where Does Trust Belong at Work Today?

Trust belongs everywhere, but especially at the intersection of behavior, expectation, and accountability. Instead of treating trust as a vague cultural ideal, it needs to be embedded in concrete behaviors and organizational design. Here are some ways to think about it:

1. Trust Behaviors First – employers should be asking themselves: what do trusted behaviors look like? Consistent use of trust behaviors can build trust. This could be managers following through on commitments, feedback being offered in a timely and transparent manner, or ensuring that mistakes are acknowledged and addressed rather than swept under the rug. These actions help reinforce the promises of trust and make it a tangible reality.
2. Trust isn’t One‐Size‐Fits‐All – employers and employees need to understand how situations affect trust in the moment. For some situations, an employee might need to trust their peers for support, while in others they might need to trust their line manager for guidance. And in still others, managers might need to trust their employees when making decisions or acting independently. Trust is contextual; situation-appropriate trust behaviors across the organization can increase the likelihood of overall higher trust levels.
3. Let Trust be Lived, not Just Spoken – employers need to ensure they are not just collecting data without action. To truly build trust with your employees, relevant responses must follow data insights, and these changes should be clearly communicated to highlight that employee input is valued makes a difference.

When employers get trust right, it accelerates everything. Employees who feel trusted are more motivated, more committed, and more likely to stay. One study even suggested that lack of trust in a manager undermines motivation for 76 % of employees.

In a time where the pace of change is monumental, organizations that can make trust more than just a buzzword will stand out amongst the crowd and show themselves as employers of choice. It’s about turning trust from a word into a lived experience, and those employers that do this successfully will find themselves reaping the benefits this new year. 

If you would like to discuss how we can help ensure trust is rooted in action, please get in touch with me at amanda@orgshakers.com