Building Trust in an Evolving Workplace
June 3, 2025
We are living in a time characterized by unparalleled levels of uncertainty and transformation. Between government policy changes, economic uncertainty, and the most intergenerational workforce in history, it is undeniable that the workplace is evolving.
And yet the essential human factors have not changed. Trust is still paramount to business success.
Let’s agree to view trust – defined by Charles Feltman in The Thin Book of Trust – as “choosing to risk making something you value vulnerable to another person’s actions”.
Feltman goes on to outline the four distinctions of trust:
- Care – You have the other person’s interests in mind
- Sincerity – You can be believed and taken seriously
- Reliability – You meet the commitments you make
- Competence – You have the ability to do what you’re doing
Placing trust in another individual exposes your own work, viewpoints, and even your personal beliefs. To trust is to operate on the basis that the other person will not harm, and may perhaps even support, what you value.
And yet, so many of us find it difficult to lead with trust at work. There is both real and perceived risk of making something you value vulnerable to another, and those risks increase when the environment becomes increasingly volatile.
How can you lead with trust when things change so often, or there is no clarity on what’s coming next? Instead, we lead with distrust which is both detrimental and costly.
“The disaster of distrust in the workplace is that the strategies people use to protect themselves inevitably get in the way of their ability to effectively work with others” (Feltman, The Thin Book of Trust).
So how do we build trust in an evolving workplace? There are numerous factors at play here, so let’s focus on three key trends:
1. Digital Transformation is one of the biggest trends shaping work right now. Yet the growing adoption of AI and similar tools is seen by many as a threat to the trust distinction of care.
Are we putting technological interests ahead of personal interests? And where is humanity in a technology-forward future?
Keep humans at the center of decision-making and communication. Remember the care and sincerity distinctions. Address the personal interests that are at play and communicate so you can be believed and taken seriously.
2. Hybrid Work is still a challenge for many, now on top of having the most intergenerational workforce ever (World Economic Forum).
So how do you build trust with a hybrid or remote team? And how do you build trust with colleagues from five generations, each with their own perception, assumptions and needs?
It all comes down to expectation setting and open, two-way communication channels. Establish clear expectations, not just about outcomes, but also processes, communication and timing. Reliably meet your own commitments so you are role modeling trust for those around you.
3. Economic Instability is at an all-time high (according to the US’s Economic Policy Uncertainty Index). Global trade is contracting, investor confidence is at a thirty year low, not to mention sharp fluctuations in government policies.
In this landscape, how do you define strategy, motivate yourself and others, foster trust within your team when you don’t have all of the answers?
Be honest about what you know and what you don’t know, and about what you can’t yet share. Remember the trust distinction of reliability and only commit to what you can maintain. Your role as a leader is not necessarily to have all the answers, but to bring calm to chaos, offer clarity where you can, engage across a team, and step into confidence in your ability to do your job.
Trust remains paramount to business success, especially in today’s evolving workplace. And – it all starts with you; with the trust you have in yourself.
“Mistrust doubles the cost of doing business.” – John O. Whitney
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About The Author
Maura Lightfoot | Maura Lightfoot is a globally experienced executive coach and Senior Consultant at The Leader’s Edge, known for empowering leaders to grow with empathy, purpose, and impact. With a background spanning HR in the Middle East, consulting in London, and nonprofit work in Washington, D.C., she brings a uniquely global and grounded perspective to her coaching. Maura helps clients enhance executive presence, align with their values, and lead more effectively, drawing on deep expertise and credentials from institutions like Cambridge, Georgetown, and the ICF.