The Trust Gap: Why Your Team Isn't Listening-And How To Win Them Back

Have you ever walked into a meeting knowing something was off, but couldn't quite put your finger on what it was?

The work was getting done. Performance metrics looked decent. There was a tension beneath the surface. It felt like your team was just going through the motions instead of really engaging.

If this resonates with you, you're not alone. Business leaders in the U.S. and worldwide face a "trust gap." This gap is characterized by the slow erosion of trust, which impacts employee engagement and profits.

This isn't just another leadership challenge that can be solved with a new program or policy. It’s a significant shift in how trust operates in today’s workplace. This shift affects your Net Promoter Score and your ability to attract and retain top talent.

This is the topic I address in my new book, "The Trust Gap: Why Your Team Isn't Listening-And How To Win Them Back."

The Hidden Crisis in Your Organization

Trust issues don't announce themselves with flashing lights. They manifest in subtler ways that many business leaders miss until it's too late.

Your remote work policies may meet all the requirements, but is your remote worker really connected to your mission?

Your leadership team might seem aligned in meetings, but are they truly collaborating when the pressure mounts?

Recent survey data reveals troubling patterns that should give every business leader pause. C-suite executives often think trust is high in their organizations. But staff at all levels share a different view. This disconnect isn't only about perception.

It's also about serious gaps in how we build and keep trust in today's complex work environment.

Consider the research findings that have emerged over the last year.

Many organizations are seeing similar issues. Employee engagement scores are dropping. Turnover is rising among key stakeholders. Also, there’s a growing sense of distrust. This distrust impacts innovation and team dynamics.

The stakes couldn't be higher. Organizations with higher levels of trust consistently outperform their competitors. They notice better employee engagement, stronger team dynamics, and less stress-related health risks.

Plus, they see improved financial performance. However, here's what many leadership teams often overlook: trust is no longer just a nice-to-have commodity. In today's fast-changing business world, it's the basis on which everything relies.

David Horsager is a top researcher in organizational trust. He says trust acts like a multiplier for all your business efforts.

High trust accelerates change, enhances communication, and motivates individuals to exert extra effort in achieving business objectives. When trust is low, even the best strategies struggle to gain traction.

The Modern Trust Landscape: What's Changed

The business environment has undergone a dramatic transformation, and with it, the nature of how trust is built and maintained has also changed.

Today’s business leaders face unique challenges. Unlike past leaders who relied on being close and using traditional hierarchies, they need a new way to think about trust.

The rise of remote and hybrid work has fundamentally altered work-related relationships. You can't rely on hallway conversations and coffee breaks to create connection.

That new person joining your team might never set foot in your central office, yet they need to feel trusted and valued from their first day.

Technology, especially responsible AI, brings new challenges. Previous leaders did not face these complexities. The AI trust gap is causing worry among team members.

They are unsure how tech decisions are made and what they mean for job security. Many feel they lack information about their careers and the organization's direction.

Demographic changes greatly affect trust in today’s organizations. Different generations, ethnic minorities, and individuals with varying educational levels have unique expectations.

They think differently about transparency, communication, and the qualities of leaders. What built trust with previous cohorts may not work with your current team members.

The pace of change itself has become a key factor in establishing trust. When business goals change often and new skills are needed, people seek stability from their leaders.

They want honesty about the future, especially when it feels uncertain. They want to know not just what's happening, but why decisions are being made and how they fit into the larger picture.

Understanding the Trust Multiplier Effect

After years of working with teams and watching leaders, I’ve learned that trust is more than just a good feeling. It's about unlocking potential that you didn't even know existed in your organization.

When trust levels are high, everything moves faster. Decisions happen more quickly because people aren't second-guessing motives. Innovation flourishes when team members feel safe proposing bold ideas.

Execution improves because people take ownership rather than just following orders. Communication is direct and efficient. People save energy by avoiding political games.

However, when trust erodes, even slightly, the opposite occurs. Energy gets redirected from productive work to managing around trust issues. People become more cautious, less creative, and less committed to your organization's future.

Emotional relationships that boost peak performance start to fade. They get replaced by basic, transactional interactions. These may fulfill minimum needs, but they seldom go beyond that.

Think about your own personal experiences.

Have you ever worked for leaders you really trusted?

If so, did you find yourself doing more than expected?

Weren't you more open to admitting mistakes, asking for help, and putting in extra effort to reach shared goals?

That's the trust multiplier in action—and it's exactly what your team members are looking for from you.

The impact extends beyond individual performance. High-trust teams act differently online. They show unique patterns in their activity and collaboration metrics.

They are also more open to having tough conversations that spark innovation. They are more likely to share info between departments. They also support each other during tough times. Additionally, they maintain positive feelings about their work, even when things become stressful.

The Cost of Lower Trust

The need to address trust gaps is evident when you consider the consequences of trust erosion. Organizations with low trust face many challenges. These issues hurt their profits and make it hard to reach goals.

Employee turnover increases dramatically when people don't trust their leadership. The financial cost of replacing talent, especially in leadership roles, can be staggering.

The hidden costs are important too. They include losing knowledge, disrupting team dynamics, and signaling instability to remaining members.

Innovation suffers when trust is low. People become risk-averse, unwilling to propose new ideas or challenge existing processes. This is a big issue in industries where adapting and innovating are key to survival.

Collaboration and communication platforms often fall short of expectations. This happens when people feel unsafe sharing challenges or opportunities.

Decision-making slows to a crawl. When team members feel their input isn't valued, they hold back information. They may doubt directives and need more oversight to meet performance standards. Trust is key to effective teamwork.

Perhaps most damaging is the impact on organizational culture. Trust issues cause a chain reaction. Suspicion leads to more suspicion. Communication gets more filtered. Positive feelings that encourage extra effort slowly fade away.

Five Trust-Building Practices That Transform Organizations

From my observations in top organizations and strong research findings, here are the key practices that truly matter:

1. Lead Yourself First: The Foundation of Trustworthy Leadership

Before you can expect others to trust you, you need to be someone you can trust. This issue extends beyond what most business leaders realize.

It's more than just meeting deadlines and hitting targets. It's about building emotional intelligence and self-awareness.

These skills help you consistently show up, even under pressure.

Start by examining your own patterns. How do you respond when you're stressed? What triggers cause you to react rather than respond thoughtfully? When you make commitments—even small ones—to yourself or others, do you follow through consistently?

The most effective leaders I've worked with have developed what I call "emotional regulation systems." They've learned to recognize their feelings. They see how their energy impacts others. They also make mindful choices about how to act, especially in tough times.

This means keeping promises to yourself before asking others to trust your promises to them. It means managing your emotional state so your team gets the best version of you, not the leftover version at the end of a stressful day. And it means developing genuine self-awareness about your triggers, strengths, and blind spots.

2. Practice Radical Transparency: Share the Why, Not Just the What

Transparency isn’t about sharing everything. It’s about being honest about what you can share and what you can’t. Always explain why you make certain decisions. This is where many business leaders often fall short.

They explain what they’re doing, like restructuring and changing policies. But they skip the why. They don’t explain why these changes are important, what they aim to achieve, or how they relate to our broader objectives.

When you make decisions that impact your team, share your thought process with them.

What factors did you consider?

What alternatives did you evaluate?

What unknowns are you still navigating?

This transparency reveals that decisions are not made randomly, even when people disagree with the results.

Equally important is admitting when you don't have answers. Many C-suite leaders believe they must convey certainty, even during challenging times.

Your team doesn’t expect you to know everything. They want you to be honest about what you know and what you’re still learning.

When you make mistakes—and you will—address them directly. Share what you learned. Leadership vulnerability builds psychological safety. This lets others admit mistakes and learn from them.

3. Master Emotional Intelligence: The Leadership Differentiator

Technical skills can help you get promoted. However, emotional intelligence is what makes you a strong leader. This means sensing your team's feelings and needs. It means building a safe space where everyone feels recognized and valued as whole individuals, not just as employees.

Emotional intelligence in leadership is key. It influences how you handle conflict, react to bad news, and help team members in need. When someone shares a problem, do you quickly offer solutions, or do you listen first to the emotions behind their words? When you're under pressure, do you pause and choose your response, or do you react instinctively?

Great leaders have what I call "emotional radar." They can feel when someone is struggling, even if that person hasn’t spoken up. They notice changes in communication patterns, energy levels, and engagement. They also let people share what’s really happening in their lives, both at work and at home.

This doesn't mean becoming a counselor or overstepping boundaries. It means understanding that work relationships are still human. People perform their best when they feel connected to their team and mission. Their overall well-being plays a big role in this.

4. Build Consistency Systems: Trust Through Reliable Patterns

Trust grows from daily interactions, not just during crises. This means setting up dependable patterns that your team can rely on. This holds true no matter the external pressures or changing situations.

Consistency shows in three main areas:

• Communication: Regular touchpoints should happen consistently.

• Decision-making: Everyone needs to know a clear process.

• Emotional responses: Remain calm and thoughtful, even in stressful situations.

One strong consistency system I’ve seen leaders use is what I call “trust rhythms.” These are predictable ways of interacting that build ongoing connection and communication. This could include weekly one-on-ones that are important and never delayed.

It may also involve regular team check-ins that focus on work progress and team dynamics. Plus, there should be consistent follow-through on commitments made.

The key is making these systems sustainable for you and valuable for your team. They should feel natural and not forced. Also, they need to have real purposes, not just "checking the box" for leadership activities.

Consistency means matching your actions to your values, even when it’s hard. Your team is watching to see if you will stick to your standards under pressure.

They want to know if you'll keep your promises when things change. They also look to see if you treat people fairly, even when you feel frustrated or disappointed.

5. Create Cultural Safety: Beyond Individual Trust-Building

Individual trust-building is just the beginning. True transformation occurs when trust becomes part of the culture. That’s when your whole team works from a base of psychological safety and mutual respect.

This means making a space where disagreement is safe and welcomed. It helps us make better decisions and find stronger solutions.

It means celebrating what we learn from failures, not punishing mistakes. Also, it helps your team build trust with one another, not just with you.

Cultural safety is evident in how your team handles conflict. It is evident in their support for one another during challenging projects.

It is also reflected in how they discuss problems and opportunities. When trust is part of the culture, people feel safe at work. They can show their true selves, ask questions, and speak up when they disagree.

Building cultural safety requires intentional effort over time. It means showing the behaviors you want to see. You also need to identify and address actions that erode trust.

Plus, always remind everyone that psychological safety is a key value, not just something nice to have.

Navigating Modern Trust Challenges

Today’s business world has trust issues. We need new ideas and fresh approaches to tackle them. The old playbook for building trust relied on face-to-face meetings and clear hierarchies. Now, it needs to change to fit our current reality.

The Remote Work Trust Challenge

For the first time in business history, many leaders are earning trust from team members they seldom meet face-to-face. This requires being much more intentional about connection and communication.

You can't rely solely on casual chats to build meaningful relationships. You need to create structured opportunities for genuine connection.

This means starting meetings with real check-ins, not just agenda items. This means showing appreciation and recognition more clearly. Positive feelings don’t always come across well in digital communication. It means being open about your remote work experience. Share the challenges you face and how you're tackling them.

The AI and Technology Trust Gap

As organizations adopt AI and other advanced technologies, leaders face new challenges to maintaining trust. These include transparency, job security, and decision-making processes. Team members want to know how technology is used. They also want to see what data is collected. Finally, they are curious about how these tools might change their jobs and career paths.

To build trust in technology, you need to communicate actively. Start by sharing your organization's approach to responsible AI. Then, outline clear policies on data privacy and usage. Also, have honest talks about how tech changes may impact various roles and departments.

The Generational Trust Divide

Different generations have varying expectations regarding communication styles, feedback frequency, and leadership qualities. What builds trust with someone experienced may not work for a newcomer.

You don’t have to change your leadership style for each team member. However, you should notice these differences. Then, adjust your communication and interaction styles to fit.

The Measurement Challenge: How to Know if You're Making Progress

Many leaders find it frustrating to measure progress in trust-building. Trust is different from other business metrics. You can't easily measure it or track it with regular performance dashboards.

However, there are indicators you can monitor.

Trust levels in your organization show through several key areas:

• Employee engagement scores

• Retention rates for high performers

• Frequency and quality of upward feedback

• Speed of decision-making processes

These factors collectively indicate the level of trust within your team.

More importantly, you can gauge trust through the quality of your interactions.

Are people bringing you problems early, or only when they've become crises?

Do team members ask questions freely, or do they seem hesitant to reveal what they don't know?

When you make decisions, do people implement them enthusiastically, or do you sense resistance or reluctance?

The most reliable indicator of trust might be what people do when they think no one is watching.

Do they support organizational decisions in informal conversations?

Do they speak positively about the organization to prospective members or potential hires?

Do they invest discretionary effort in their work, going above and beyond the minimum requirements?

Your 90-Day Trust Transformation Plan

Building trust isn't a destination—it's a daily practice that requires consistent attention and effort. Here's a practical framework for beginning your trust-building journey:

Days 1-30: Foundation Building

Focus on self-leadership and consistency. Identify three small promises you can make to yourself daily and keep them without fail.

Practice the six-second pause before responding to frustrating news. End each day by reflecting on the energy you brought to your interactions and identifying one area for improvement.

Have a real conversation with each team member, focusing on them as people, not just their work outputs. Ask what they need from you to do their best work, and listen carefully to their responses.

Days 31-60: Transparency and Connection

Begin explaining your reasoning for decisions before announcing the outcomes. Share one thing you don't know but are working to figure out. Start team meetings with a connection before diving into content.

Make it a habit to ask follow-up questions in every chat. This shows you care about understanding other people's views.

Days 61-90: Culture Building

Help your team members build trust with each other through team-building activities that feel natural and valuable. Create opportunities for people to share their expertise and learn from each other.

Document the practices that are working and commit to the long-term practice of trustworthy leadership.

Your Trust Legacy

Trust may be invisible, but its effects are undeniable. The question isn't whether you can afford to invest in building it—the question is whether you can afford not to.

Your leadership legacy begins with your next conversation. Every interaction is an opportunity to build trust or to erode it. Every decision is an opportunity to demonstrate the transparency and consistency your team is seeking.

Every response to pressure is a moment to model the leadership qualities you want to see throughout your organization.

The people you lead are watching—not for perfection, but for authenticity. Not for having all the answers, but for caring about all the people. Not for being above them, but for being with them on the journey toward shared success.

Remember: trust isn't built through grand gestures or perfect performance. It's built through consistent, authentic actions over time. It's built by showing up as the leader your team deserves, especially when it's difficult.

Your next conversation is waiting.

What kind of trust will you choose to build?