Over the past decade, organisations have introduced new forms of oversight. Firstly through productivity monitoring tools, and more recently through data‑driven dashboards, AI‑enabled insights and digital performance signals. While often introduced with good intentions, these shifts have fundamentally changed how work is experienced and how trust is perceived.

At the same time, employees have lived through years of disruption such as workforce restructures, rapid shifts in work models, return‑to‑office debates, and inconsistent messaging from leaders.

Even where stability has returned, the memory of these changes continues to influence how people interpret decisions and assess organisational intent.

Business has undeniably changed since the pandemic, yet many organisations are still leaning heavily toward compliance, visibility and control, rather than clarity, outcomes and mutual accountability. When people feel over‑measured, and under‑trusted, confidence in leadership erodes. In those environments, employees may withdraw discretionary effort, narrow their focus to task completion, and disengage emotionally. 

Trust takes time to build, but it can be undone quickly through inconsistency, poor communication or misaligned systems. So the question in 2026 is no longer about whether trust needs rebuilding -it is whether organisations are willing to address the conditions that allow trust to grow again.

 

Why building trust still matters

Studies have revealed a positive correlation between working in high-trust organisations and elevated employee engagement, productivity, energy, and satisfaction levels. Such environments are characterised by reduced stress, diminished sick days, and decreased burnout rates.

Trust is the foundation for establishing psychological safety. This refers to the belief that one can openly voice ideas, questions, and concerns without fear of reprisal or humiliation. It fosters an environment conducive to interpersonal risk-taking, crucial for effective team dynamics.

A fundamental aspect of psychological safety is individuals' trust and confidence in their colleagues' abilities to perform their roles effectively. This trust fosters a strong sense of belonging in the workplace and enhances overall job performance.

Creating a positive team climate is imperative to cultivate psychological safety within your organisation. This can be achieved by encouraging members to actively contribute their input, valuing one another's contributions, and fostering a sense of genuine care and concern for each other's wellbeing.

 

How to leaders can rebuild trust 

Great managers are credible, act with integrity, and look out for the best interests of their teams. They're self-aware and take accountability when their behaviour or actions don't align. Importantly, great managers know how to build trust with their teams.

Below are five ways leaders can help develop and regain trust with their people.

 

1. Foster a culture of recognition for exceptional performance

Trust grows when people feel their contributions are seen and valued for their impact, not their availability or physical presence.

If you spot some wins, promptly acknowledge and reward employees upon achieving their goals. Provide personalised recognition to celebrate their success, such as recognition in team meetings.

Leaders may also, where relevant, share their employees' success stories publicly to inspire and motivate others within the organisation through mediums such as company social media platforms. 

Recognition should also extend to celebrating both small milestones to create a consistent pattern of success. Regularly recognising accomplishments motivates employees and inspires them to achieve more.

 

2. Empower your team to define their ways of working

Allow your team the autonomy to decide how they'll best accomplish their tasks. Is it providing more flexibility to work the hours that tap into their strengths? Is it giving them the tools, resources, and opportunities to learn? By understanding team member's unique preferences, you're setting them up for success. 

This inclusive approach shows that leaders trust their people to make decisions about their work. Additionally, give clear direction on the desired outcomes to ensure everyone is on the same page.

As a bonus, greater autonomy fuels innovation as people experiment with different approaches. 

 

3. Foster a collaborative work environment

Promoting open communication and shared decision-making is essential to foster a collaborative work environment. Regularly seek input and information from your team members and involve them in decision-making. 

Organising regular 'Ask Me Anything (AMA)' sessions is a popular way to seek open communication and feedback. These are open forums for employees to ask questions. They can submit their questions beforehand to allow adequate time for preparation. To promote psychological safety, allow the questions to be submitted with confidentiality.  

When it comes to decisions in the business, showing trust could be in the form of consulting with employees to get their input before making decisions that affect them and being transparent about your decisions. 

 

4. Lead with appropriate vulnerability

In the words of renowned Professor Brené Brown, "Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it's our greatest measure of courage". 

Be honest and open about what you don't know and ask your team for help. Maintain your credibility and role as a leader by being positive and constructive and keep the conversation moving forward. For example, you could say, 'Great question. I'm unsure what the answer is, but I'll find out and get back to you.' 

No one is perfect and has all the answers. This vulnerability will help people get to know you better – which is essential for building trust. Remember that people respect leaders who show their vulnerability, admit their mistakes, and reveal that they are human, too.

 

5. Establish trust in hybrid and virtual teams

Building trust within virtual teams adds complexity as the connection is limited to screen-based interactions. With hybrid virtual teams being the norm, optimising virtual connections takes a few practical strategies, such as being present in the moment and giving full attention to the other person. 

It could be maintaining eye contact and actively engaging in the conversation. Avoid distractions and disruptions during virtual meetings. Refrain from looking away or multitasking to demonstrate respect and attentiveness. 

Furthermore, authenticity plays a crucial role. Leaders should strive to be genuine and natural to create connection and trust.

 

Trust in the Age of AI and Data

Today’s trust challenge is no longer just about how people are managed. It is also about how data and technology are used. AI‑enabled tools can support productivity, insight and decision‑making, but they can also undermine trust if employees do not understand how data is collected, interpreted or applied. To maintain trust in an AI‑augmented workplace, organisations must:

  • Be transparent about what data is collected and for what purpose

  • Avoid using activity metrics as proxies for performance

  • Ensure human judgment remains central to people decisions

  • Provide employees with opportunities to question and challenge outputs

  • Align AI use with stated organisational values and fairness principles.

Trust is damaged not by technology itself, but by a lack of clarity, accountability and consent in how technology is deployed.

 

Over to you

Trust between employees and organisations is collective, contextual and cumulative. It is shaped by everyday interactions, systems and decisions. 

High‑trust organisations do not lower expectations or avoid accountability. Instead, they hold people responsible without micromanagement and treat employees as capable adults. In these environments, trust is not the root cause of performance but the outcome of meaningful work, fair systems and credible leadership.