When I developed the STREETCREDS framework for effective workplace relationships, I knew trust had to be at its heart. Without it, even the best communication strategies fall flat. It’s one of those workplace essentials that everyone talks about, yet few organisations get right.
Why it matters
Recent research, including from the Edelman Trust Barometer tells us an interesting story about trust at work – whilst most people say they do trust their employer, significantly fewer believe their employer will do the right thing. That gap between general trust and specific action is where many organisations struggle.
What is the real cost?
Let’s look at the numbers. Gallup’s research found that disengaged employees cost the world an estimated $7.8 trillion in lost productivity. That’s equal to 11% of global GDP. On top of this Great Place to Work’s study shows that organisations with high trust levels experience up to 50% lower turnover rates and high staff engagement. Edelman’s Trust Barometer 2024 found companies with high trust cultures see 18% higher productivity in sales and 23% higher profitability.
These are some compelling numbers! Yet after many years of working with organisations of all sizes, I’ve learned that low trust isn’t just about impacting the bottom line.
When trust breaks down, I see people spending more time protecting themselves than doing great work. Teams hold back ideas because they don’t feel safe sharing them. Relationships becoming transactional rather than collaborative, and important conversations are avoided until small issues become major problems.
Creating a trusting workplace
You can’t mandate trust through policies or create it through team-building exercises alone. It builds gradually through consistent actions, authentic leadership and, most importantly, through how we communicate with each other every single day.
Think about your own workplace right now.
Do people feel safe raising concerns?
Can they challenge decisions without fear?
Are mistakes seen as learning opportunities?
Do managers follow through on their commitments?
Your answers to these questions could reveal a lot about your ‘trust culture’.
Creating your Savvy Space
The most successful organisations create what I like to call “Savvy Spaces”. These are working environments where people feel psychologically safe. People are able to speak up, share ideas and have honest conversations. According to the Edelman research mentioned earlier, 62% of employees say transparent communication builds trust more than any other leadership action!
It’s not about having more conversations, though. It’s about having the right conversations, in the right way, at the right time. When leaders communicate with authenticity and consistency, trust naturally improves and develops over time.
Making it work in practice
It’s one thing highlighting the importance of trust and the impact it can have on the bottom line, but how do we actually increase it in practice?
Well, it takes work and, importantly, consistency. Here are some things that I would recommend:
Start small and stay consistent
Do what you say you’ll do and follow up on any commitments you have made. Give credit where it is due and address any issues promptly – before they escalate.
Make every conversation count
Listen more than you speak. Ask for feedback regularly and take it on board. Act on the input you receive from your team. Always try to explain the ‘why’ behind decisions.
Build better relationships
Make time for regular check-ins with your team and other key stakeholders. Show genuine interest in people and be both accessible and approachable. Make sure you share relevant information with others whenever you are able to.
Where do we go from here?
We know there’s a significant trust gap in many organisations. PwC’s Trust Survey reveals 86% of executives report a high level of trust towards employees, yet only 60% of workers feel their employers trust them. Even more concerning, 61% of workers agree that perceived lack of trust by their employer impacts their ability to do their jobs well. The risk is not just employees leaving, it’s also those staying and working half-heartedly.
It’s not all doom and gloom though. I see this as an incredible opportunity. By building trust within your organisation now, you’ll create resilience for whatever challenges lie ahead. Trust grows through daily interactions, conversations and decisions, not grand gestures and corporate strategies. Every interaction you have either reinforces or erodes it – there’s no middle ground.
Take action
I’d encourage you to take some action today. You might like to start by asking yourself these questions:
How might my actions build or damage trust?
What conversations am I avoiding?
Where would greater transparency help?
What small changes could I make tomorrow?
Building a high-trust culture takes time, but the investment does pay off, in engagement, growth and results. You don’t just want to have a nice place to work (though that’s also important); You want to create an environment where people can do their best work and your organisation can thrive.
Do you want to explore how to build a better culture in your organisation? Contact me, and we can discuss creating your own Savvy Space where trust and open dialogue thrives.
Want to know more?
Sarah Harvey is Founding Director of Savvy Conversations Ltd and author of the highly acclaimed book Savvy Conversations: A practical framework for effective workplace relationships.
Website: https://savvyconversations.co.uk
Linked In: https://www.linkedin.com/in/savvysarah
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