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From Doubt to Trust: Practical Steps for a Stronger Workplace

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From Doubt to Trust: Practical Steps for a Stronger Workplace

The 2025 Edelman Trust Barometer signals a trust crisis, with only 75% of employees believing employers “do the right thing,” down 3 points, amid rising disengagement. 

This HR Spotlight article compiles practical steps from business leaders and HR professionals to bridge this gap. 

Experts advocate radical transparency, regular Q&A forums, and anonymous surveys to foster accountability. 

They stress auditing communications, empowering managers with 1:1s, and involving employees in decisions for genuine inclusion. 

By owning mistakes, aligning actions with values, and addressing “open secrets,” leaders can rebuild psychological safety, boost morale, and drive retention. 

These strategies transform trust from a buzzword to a measurable driver of performance in uncertain times.

Read on!

Dr Alison Edgar
Motivational Speaker, Alison Edgar Ltd

Trust is the foundation of every high-performing team. When it breaks down, so does performance.

The biggest culprit is broken promises. If you say you are going to do something and don’t deliver, you chip away at trust.

That is why I always say: know your own boundaries. It is better to say no upfront than to overpromise and underdeliver.

Building trust means being reliable, consistent, and clear. As leaders, we need to role model that.

When everyone in the business follows through on what they say they ll do, that is when trust is built and results follow.

Consistency Builds Reliable Trust

Alina Samchenko
COO, Roof MySpace

I’ve witnessed just how quickly employee trust can break down when leadership prioritizes numbers and loses sight of the humans behind them.

One action that significantly impacted us was having regular “unfiltered check-ins” where team members were able to speak candidly about what’s working, and not working, to anyone, without disruption or defending anything.

At first, it was difficult, but where even small pieces of feedback were followed up upon, trust began to be rebuilt.

Human beings anticipate consistency, not perfection. If you promise to listen, do it. That straightforward cycle—listen, act, follow up—is what rebuilt trust faster than any training or HR program could have done.

Unfiltered Check-Ins Restore Morale

Belize Hans Polloso
Vice President, Dog Academic

Last year, I witnessed firsthand how trust impacts workplace dynamics when our remote team’s engagement scores dropped unexpectedly. This challenged me to completely reimagine our approach to transparency and communication.

We implemented three key changes that transformed our trust metrics within six months: First, we established ‘Open Book Fridays’ where we share detailed company performance data and upcoming decisions with all employees.

Second, we created anonymous feedback channels that actually lead to visible changes – every suggestion gets a public response and action plan.

Third, we introduced ‘Shadow a Leader’ days where team members can observe executive meetings, understanding how decisions are made.

The results were remarkable: employee trust scores rose 27%, and voluntary sharing of concerns increased by 64%.

The key lesson? Trust isn’t built through grand gestures, but through consistent, visible demonstrations of transparency and accountability.

Open Book Fridays Boost Scores

Steven Rodemer
Owner & Attorney for Law Office, Criminal Defense Attorney

Trust in the workplace depends on consistency and accountability. When workers question the honesty of leadership, doubt spreads. To establish trust again, there needs to be transparent communication. Avoid vague messages. Explain decisions and their impacts directly to your team.

Accountability drives trust. Own mistakes openly and provide a clear plan for correction. One organization improved trust by holding weekly forums where leadership answered tough questions without deflecting.

Another implemented an anonymous reporting system, ensuring employee concerns received prompt responses.

Leading by example sets the tone. If employees see leaders ignoring rules or breaking promises, trust erodes quickly.

Demonstrating integrity through consistent actions rebuilds confidence. Rebuilding trust demands effort and time, but starts with clear communication, accountability, and leadership that follows through.”

Transparent Communication Drives Accountability

Dr. Chad Walding
Co-Founder, NativePath

With my professional background in physical therapy and nutrition, I have a solid understanding of how small actions and consistent habits contribute to predetermined outcomes, or overall wellness, of an individual, encompassing many things including company culture and organizational trust.

Transparency is the first step to rebuilding trust.

When leaders communicate frequently and honestly about organizational goals, challenges, and decisions, people feel included and appreciated.

I do this by providing weekly updates to my company so that we are all on the same page, knowing what is happening and why. This eliminates guessing and uncertainty, as well as further connecting the team as people feel included as we all learn from the same source.

Consistency is also important.

Trust is deepened when an organization can show up consistently in a similar way every day and frequently and consistently follow through on its commitments.

I often explain this in terms of building a fitness regimen – when people see someone consistently demonstrate the actions required together over time, change sticks.

I would encourage leaders to show up as far as making commitments, even small commitments, so that people are engaged and feel like there is a solid structure, and the integrity resides in those people.

Weekly Updates Eliminate Uncertainty

Laura Bouttell
Managing Director, Quarterdeck

Rebuilding employee trust requires deliberate actions that demonstrate integrity rather than mere statements of intent.

Start by practicing radical transparency—share both successes and challenges openly, involving employees in problem-solving.

Active listening is crucial; create psychological safety where concerns can be voiced without fear of repercussion.

Consider implementing regular “trust pulse” surveys to measure progress objectively.

Leaders should focus on developing emotional intelligence to understand employee perspectives (seeking first to understand before being understood).
Consistency between words and actions is non-negotiable—employees observe behavior, not intentions.

Address trust issues through adult-to-adult communication, avoiding parent-child dynamics that breed resentment.

Remember that trust is built in small moments: keeping commitments, acknowledging mistakes, and celebrating contributions authentically. These micro-interactions, not grand gestures, create the foundation for sustainable trust.

Radical Transparency Fosters Inclusion

Moattar Ali
VP of Marketing, HARO Link Builder

After rebuilding trust in three crisis-ridden institutions, I’ve found these counterintuitive approaches are most effective:

Radical Pay Transparency. We have every pay grade and promotion standard. This removed 87% of pay grievances and boosted internal movement by 40%.

“Failure Forums”. Weekly sessions where leaders visit to discuss their biggest mistakes. When our CEO admitted that a losing product bet would cost us $2M, employee trust scores rose by 22 points.

Two-Way Performance Reviews. Employees now rate managers quarterly. We fired two toxic managers after repeated poor ratings, showing we listen. Surveys don’t rebuild trust – they are built on brutal honesty. Our current eNPS score of 82 shows that this is effective.

Pay Transparency Cuts Grievances

Dr Enya Doyle
The Harassment Doctor, Enyadoyle

Accountability is the number one way to increase trust. People are bored and let down by the 100th rewrite of the zero-tolerance policy, and the eLearning module, that doesn’t reflect the reality within your business.

People need to see that their reports when things go wrong – including bullying and harassment – are going to be handled well. They need to see a lack of retaliation for reporting.

They need to know that the senior leaders and Board are investing in listening to their people – and not just for PR.

Colleagues want proof that everyone from intern on month 3 to senior leader in their 18th year will be held accountable.

Employers ought to be more curious about what “open secrets” are driving down trust in the company values and culture.

Ask yourself: “Which colleague would not surprise me to hear had been reported for harassment or violence?” Go from there.

Accountability Tackles Open Secrets

Abhishek Shah
Founder, Testlify

To rebuild trust, start by auditing your internal communication, employees lose trust when they hear company news externally first. Share business goals, metrics, and tough decisions in real time, and explain the “why” behind them.

Set up quarterly leadership Q&A sessions where no topic is off-limits. Make managers the frontline of trust: train them to have regular 1:1s focused on employee growth and concerns, not just performance.

Give employees a say, form cross-functional trust councils or involve them in decision-making on policies that affect their work. Implement anonymous pulse surveys monthly, and publish follow-up action plans to show you’re listening.

Finally, fix inconsistencies, if leadership says one thing but rewards another, trust erodes. Trust isn’t built through perks, but through clarity, consistency, and shared accountability.

Pulse Surveys Show Listening

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Industry Tips to Ace Interviews: Leaders Reveal Insider Information

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Industry Tips to Ace Interviews: Leaders Reveal Insider Information

With 71% of businesses struggling to find qualified candidates, the demand exists alright, but nailing interviews is just as crucial. 

This HR Spotlight article compiles tips from business leaders and HR professionals on three standout elements to impress in interviews. 

Experts emphasize preparation through company research, authentic attitude over polish, and specific examples to showcase impact. 

They highlight soft skills like dependability, outcome-focused answers, and closing strong by asking for the job. 

From trades to tech, these strategies—grounded in clarity, enthusiasm, and relevance—help candidates stand out, proving fit beyond resumes. 

Mastering these can turn interviews into offers, bridging the talent gap in competitive markets. 

Read on!

 Alex Schepis
CEO, Lightspeed Electrical

Here’s what I look for when someone walks into an interview at Lightspeed Electrical — or anywhere in the trades, really.

Show me you’re switched on. That doesn’t mean perfect answers — it means you’ve done your homework. You know what we do, you’ve read our site, and you can talk shop.

Don’t dress like you just rolled out of bed. I don’t expect a suit, but if you can’t respect the room enough to look sharp and clean, how can I trust you in front of a client?

Attitude over everything. Skills can be taught. Work ethic can’t. If you’re hungry, humble, and ready to learn, that gets my attention — every time.

Prep, Polish, Passionate Attitude

Alex Johnson
HR Manager, Man & Van Star

The three most important qualities that impress me in an interview are genuine enthusiasm, effective communication, and a problem-solving attitude.

I appreciate candidates who exhibit genuine interest in our business and express their motivation through concrete examples instead of general statements.

Being well-dressed and presenting yourself professionally in appearance matters, but no less important is your attitude; a positive, eager-to-learn attitude leaves a strong impression.

Also, I seek proof of critical thinking—how they tackle challenges or respond to surprise questions—since flexibility is crucial in our rapidly changing field.

For example, I once interviewed a candidate who didn’t merely respond to questions, but presented solutions to theoretical problems, demonstrating initiative and pragmatism.

When preparing, emphasize genuine enthusiasm, clearly articulate your thoughts, and be prepared to explain how you’ve addressed real-world problems; these factors distinguish you.

Enthusiasm, Clarity, Problem-Solving

Bill Dow
Owner, Dow Publishing

I have been interviewing for a long time, 30+ years actually and there are many tips I would give for candidate including:

Know the job description front and back. Many times, people don’t study the job description that well and I think that is wrong. I believe you need to know the job description inside and out, because most often they are written by HR and not the hiring manager, so there could be disconnects on the real work needed.

When you do that, you are well armed with the knowledge of what the JD says and you can formulate a lot from what they are expecting of you in the role. Study it as much as you study the company itself!

Do your research on the company. Go to LinkedIn to their company page, Google them, find out big events and talk to those big events. Don’t go overboard, but staying on top of what is happening helps you understand the company better.

Have questions for the end about the role and the company. Focus on what you don’t like and do like about the role, then ask questions and ask questions about the company itself. When you do that, they will understand you care enough to do your research.

Study JD, Research Company, Ask Questions

Michelle Schafer
Career Coach, Michelle Schafer Coaching

Provide a specific example for each question – even when not asked for one: Examples are the proof and evidence you have done your job well over the years. So if the question is “describe how you build relationships with external stakeholders”, provide insight into your general approach, then anchor your response with a STAR-framed example that showcases a time where you developed a strong relationship with an external stakeholder (note:- STAR = Situation, Task, Action and Result).

Research the company: Do your homework – look at the company website, see how they are represented in the news and talk to others who work there (or used to work there). When we ask “why do you want to work there”, be ready!

Ask insightful, strategic questions at the end: Questions like “what will be a key challenge for the successful candidate”, “how does the company demonstrate a commitment to work-life integration” or “what 3 words would people who report to you use to describe your leadership style?” are questions that can help you assess the opportunity for fit and show you are keen on the role.

Examples, Research, Insightful Questions

Mike Lyons
Chief HR Advisor, Seasoned Advice HR Services

Landing a healthcare role hinges on more than just qualifications. First off,projecting a positive attitude and high energy can be surprisingly impactful, often overshadowing minor shortcomings.

Secondly, prepare 3-5 compelling anecdotes from any stage of your life that highlight your drive, adaptability, and interpersonal abilities. These stories offer genuine insights into your character.

Finally, rehearsing your answers is key. Practice giving responses to standard interview questions, such as “tell me about yourself” and “describe a time you excelled in service.” Thorough preparation builds confidence and ensures you shine when it counts, ultimately increasing your chances of success in the competitive healthcare field.

Energy, Stories, Rehearsed Answers

Sari Honkala
Co-founder & Head of Performance Marketing, Glow Digital

When discussing your skills in an interview, make sure to connect them to real business outcomes. This helps demonstrate the impact of what you do. Many candidates struggle to sell themselves effectively because they don’t know how to highlight the value of their skills.

Be clear and concise in your answers. Practice common interview questions ahead of time. One question you can almost always expect is about your work history and your day-to-day responsibilities. It’s surprising how many candidates struggle to answer this clearly. Think of it as your elevator pitch. You should be able to describe what you do in 30 seconds with confidence and clarity.

Be honest. While your resume is in many ways a sales document, exaggeration can backfire. Nowadays, it’s common for candidates to use AI assistants when writing CVs and I don’t see that as a problem in itself. The problem is that sometimes these can contain outlandish claims about the candidate’s experience.

For example, if your resume says you “spearheaded the development of a new advertising campaign,” but your job title was ‘Intern’ and you worked in that role for two months, that’s definitely going to raise some eyebrows. If you can’t back up those claims during the interview, your chances of landing the role are likely slim.

Impact, Concise, Honest Claims

Andrea Hayley-Sankaran
Owner & Director, Lotuswood Organic Wellness Farm

When I’m interviewing someone to join our team at Lotuswood Organic Wellness Farm, I’m not looking for polished perfection — I’m looking for presence, purpose, and personality.
Show up grounded. We’re a farm. It’s nature-based. I want to see calm energy, not performative polish. How you walk in, breathe, and connect tells me a lot.

Know what lights you up. If you’re applying here just because it’s a job, I can tell. But if you talk about how working in fresh air or supporting meaningful celebrations excites you — now we’re talking.

Be real. I respect authenticity over slick answers. If you don’t know something, just say so. I value honesty and willingness to grow over experience alone.

Grounded, Purposeful, Authentic Presence

David Case
President, Advastar Group

Understand the company’s projects, clients, and focus, then reference those in your interview answers. Not only does this demonstrate that you’ve done your homework, but it also helps you to highlight why you’d be an ideal fit for this specific role and company. Before the interview, research the company and identify some major projects, areas of specialization, technologies used, reputation in the market, or aspects of their culture that you can refer to in your answers. When candidates do this, they always stand out in the right way.

Demonstrate the right soft skills. Dependability, work ethic, and teamwork are top of this list for the industries I work in. Stand-out candidates show these traits in multiple ways—through the career highlights in their resume, in how they answer interview questions, and by modeling these traits during the interview process, for instance by arriving for their interview on time and responding promptly to communications.

 Bring documents that verify your skill sets. It’s a smart move to bring copies of your resume, first of all. For those in design roles, it’s also valuable to bring your portfolio of past projects. In other roles, documents can take the form of certifications, trade licenses or qualifications, or safety records. Having these documents on-hand reinforces your suitability for the role and demonstrates a level of preparedness and professionalism that interviewers want to see.

Company Fit, Soft Skills, Documents

Gene Caballero
Co-Founder, GreenPal

My biggest tip I’d love to share with any candidate is to close the interview or essentially ask for the job.

Before I started my entrepreneurial journey, I worked as a sales manager for 7 years in a call center at a Fortune 50 tech company. I was also in charge of headcount for our division and have conducted hundreds of interviews.

The biggest mistake interviewers can make is not asking for the position. Especially in a sales environment, we want the interviewer to close the “proverbial sale” and ask for the job at the end of the interview. This is a mistake that many make when it comes to solidifying themselves as a front-runner for a position.

Interviewees should ask this question at the end of the interview. “Based on your experience, what are some of the characteristics that successful individuals demonstrate in this position?”

The interviewer should then spout off a few of the characteristics they are looking for in their ideal candidate.

Then the interviewee should close the interview by responding: “Having talked about my strengths earlier in the interview and what you just described as needing to be successful in this role, is there a reason why you would not recommend me for this position?”

Close Interview, Ask for Job

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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The Unspoken Exit: How Quiet Firing Poisons Your Team

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The Unspoken Exit: How Quiet Firing Poisons Your Team

Quiet firing—passively pushing employees out through neglect or reduced opportunities—poses a significant HR challenge, eroding workplace morale and trust.

This HR Spotlight article compiles insights from business leaders and HR professionals on its most detrimental effects.

Experts highlight how quiet firing undermines psychological safety, fosters fear-based cultures, and triggers widespread disengagement, with some noting productivity drops of up to 23% in affected teams.

They warn of damaged employer brands and increased turnover, costing thousands in recruitment.

By fostering transparent communication, regular check-ins, and supportive training, leaders can counter these effects, ensuring employees feel valued and engaged, ultimately preserving organizational trust and productivity in dynamic work environments.

Read on!

Mike Thompson
CEO, Learner Mobile

Let’s assume ‘quiet firing’ is unintentional – leaders simply fail to provide the training or support employees need, eventually pushing them to quit.

The real loss is the untapped potential of people you’ve already invested in. With today’s accessible HR tech, there’s no excuse not to create a learning culture and systems to support your employees’ career development.

The training can also surface hidden talents – sometimes even unknown by the employee. It gives leaders clearer insight, too: an engineer might thrive in sales, or a frontline worker may show strong leadership potential.

Great leaders connect every task to the organization’s mission, giving employees a clear sense of purpose. When people understand the “why” behind their work, they’re more likely to stay committed and engaged.

Quiet Firing Stifles Employee Potential

John Beaver
Founder, Desky

Quiet termination can have a major negative impact on employee trust and corporate culture. Employee dissatisfaction and disengagement result when they feel marginalized without clear communication.

Employee morale and productivity may suffer as a result of this lack of transparency, which may lead them to doubt their worth to the organization.

In my experience, this may be avoided with frequent, transparent check-ins. Our team’s trust and participation increased right away when we switched to more straightforward communication.

Being open and honest with workers about performance standards and expectations not only improves morale but also fortifies loyalty and increases productivity in general.

You run the danger of damaging your company’s fundamental culture in addition to employee attrition if you don’t already have these discussions. To build a more dedicated and productive team, open and sincere communication is crucial.

Lack of Transparency Erodes Trust

Dr. Chad Walding
Co-Founder & Chief Culture Officer, NativePath

Quiet firing does not simply destroy engagement. It destroys trust and creates uncertainty. Employees know that something is off and when they sense they are being pushed out or marginalized without being directly communicated with or acted upon, it creates a fear-based culture.

This often results in a heavy, toxic culture where people feel like no one alone has their back or is responding to the concerns they’re raising, which will likely lower retention and productivity.

At NativePath, we have always tackled performance concerns directly, without hesitation. We do same-day follow-up with team members when we address performance issues and clearly communicated expectations.

Building trust through communication will create a culture where employees want to improve performance instead of sabotaging the team with the feeling that they are being quietly fired.

Fear-Based Culture Lowers Retention

Matt Erhard
Managing Partner, Summit Search Group

The term “quiet firing” is a fairly recent addition to the lexicon, but the practice of pushing employees out through a lack of opportunities or poor treatment has been around for a while, and is unfortunately more common than many leaders would like to admit. I see it as a very short-sighted approach that can have a ripple effect, impacting both individuals and the broader business in the long-term.

Quiet firing can quickly erode the trust between employees and leadership. It undermines psychological safety when employees see a peer being sidelined with no communication as to why, and no opportunity to improve their performance.

This sends the message that the company views its employees as disposable, and that can quickly spread fear and uncertainty through the entire team. As a result, innovation and collaboration suffer.

The company’s employer brand is also damaged when they gain a reputation for quietly pushing people out. Candidates today do their homework, and sites like Glassdoor and LinkedIn make it easy for employees to share their experiences.

In short, if you become known as an employer or quietly fires team members, that can be a major problem for both retention and attracting new talent.

Trust Loss Harms Team Innovation

Jason Rowe
Founder, Hello Electrical

The most detrimental effect of quiet firing, from an HR perspective, is the profound erosion of trust and psychological safety across the entire organization, not just with the targeted employee.

When colleagues witness someone being quietly pushed out, whether it’s through a lack of opportunities, stagnant pay, or reduced responsibilities, it sends a chilling message to everyone else. It tells them that loyalty and hard work might not be reciprocated, and that the company values avoidance over honest communication.

This contradicts the idea that quiet firing is a “less painful” way to manage underperformance. The resulting environment of suspicion can reduce overall employee engagement by as much as 30%, leading to a decline in innovation, a reluctance to take initiative, and ultimately, a significant increase in voluntary turnover among your top performers.

No one wants to be the next target, so they look for greener pastures. This ripple effect of mistrust is incredibly difficult and expensive to repair, often costing tens of thousands of dollars in recruitment and training for replacements, far outweighing any perceived short term “benefit” of avoiding a difficult conversation.

Mistrust Reduces Engagement, Increases Turnover

Silvia Lupone
Founder & CEO, Stingray Villa

From an HR perspective, the most detrimental effect of quiet firing is the loss of trust between employees and management.

When people feel sidelined or pushed out without honest feedback, it creates disengagement and low morale.

This not only affects the individual but can also spread across teams, leading to a toxic work culture and higher turnover.

Disengagement Creates Toxic Work Culture

Renante Hayes
Executive Director, Creloaded

As someone who’s witnessed quiet firing firsthand in my executive career, I can tell you its most devastating impact is the destruction of organizational trust at multiple levels.

When leaders gradually reduce an employee’s responsibilities, exclude them from meetings, or withhold feedback instead of addressing performance issues directly, the damage extends far beyond that individual.

I’ve seen how other team members quickly recognize this passive-aggressive approach, creating a culture of anxiety where everyone wonders if they might be next. This silent treatment creates a psychological ripple effect that decimates psychological safety.

In one organization I consulted with, productivity dropped 23% in departments where quiet firing was prevalent, as employees diverted energy to defensive strategies rather than innovation.

Most critically, the practice signals leadership cowardice that undermines an organization’s stated values. When actions contradict company principles, employees learn to distrust all communications from management.

Anxiety Undermines Psychological Safety

Marcus Denning
Senior Lawyer, MK Law

For me, the most valuable thing that is destroyed by silent termination is trust. I saw individuals who begin to believe that they are not worth much when bosses fail to communicate with them freely but resort to neglect or distance from them.

Not only is it poor leadership, but it even exposes you to being sued. I never stop fighting over a reasonable notice and hearing since fairness is not only the law, but that which holds a workplace together.

For me, when employees know that they can be fired any time they become terrified and their morale is very low.
That is why I have explained to companies that have suffered the consequences of not playing by the book, both financially speaking, and culturally. Nobody gains when silence is exchanged with trust.

Silent Termination Destroys Workplace Trust

Kaz Marzo
Operations Manager, Image-Acquire

As an Operations Manager who’s witnessed quiet firing firsthand, I can tell you its most devastating impact is the culture of fear it creates throughout an organization.

Last year, I watched a talented team member gradually stripped of responsibilities without explanation. The ripple effects were immediate and severe. Productivity dropped as colleagues worried they might be next. Trust in leadership plummeted, and our top performers began updating their resumes.

Quiet firing creates a toxic environment where employees spend more energy looking over their shoulders than doing quality work. The financial impact is equally destructive – we calculated that disengagement and subsequent turnover from this single incident cost us nearly $100,000 in lost productivity, recruitment, and onboarding.

Direct conversations about performance issues are challenging but infinitely more beneficial than the organizational damage caused by quiet firing tactics.

Fearful Culture Stems from Quiet Firing

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Employee Trust is Dipping: Leadership Steps to Turn the Tide

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Employee Trust is Dipping: Leadership Steps to Turn the Tide

The 2025 Edelman Trust Barometer revealed a concerning decline in employee trust, with only 75% believing employers “do the right thing,” down 3 points from prior years, signaling a widening gap amid workplace challenges. 

This HR Spotlight article compiles insights from business leaders and HR professionals on practical steps to rebuild trust. 

Experts emphasize transparent communication, active listening, and following through on commitments to foster authenticity. 

They recommend regular check-ins, psychological safety measures, personalized growth plans, and inclusive practices like cultural competency. 

By owning mistakes, soliciting feedback, and aligning actions with values, leaders can enhance morale, reduce stress, and create environments where employees feel valued, ultimately driving productivity and loyalty in uncertain times.

Read on!

Simon Fabb
CEO, ChiefJobs

Rebuilding employee trust starts with being honest and consistent. Leaders should show they understand what matters to their teams by listening carefully and acting on feedback.

Transparency matters too – explaining decisions clearly helps people feel involved rather than left out. It also means following through on promises because trust fades when actions don’t match words.

Creating chances for genuine connection through regular check-ins or informal chats helps people feel valued beyond their work.

Owning up to mistakes and taking responsibility can strengthen trust, showing the organisation is made up of real people, not just rules.

Transparency, Consistency Rebuild Employee Trust

Mauricio Velásquez
President & Founder, DTG

Be transparent, don’t just make and share decisions without context or explanation. Explain how you came to make said decision and get input ahead of the decision from all parties involved.

Communicate regularly—state of the business, industry, emerging trends—regular “all hands meetings.” Recommit to Mission, Vision, and Core Values and hold all to account; none of this “Well this person is a Senior Leader—they will not be held to the same standards.”

Is your organization Psychologically Safe? Do we have high or low trust teams? Are you approachable as a Manager/Leader—do you solicit feedback to improve without getting defensive? Are people afraid to share contrarian ideas, suggestions, and recommendations?

Do you think your team members are holding back—for fear of retaliation? Do you allow bullies, toxic people to “roam free and dominate?” SMR Covey says “Leadership is getting results in a way that inspires trust.”

We ask in our Trust-Psychological Safety workshops what we are doing (as Leaders/Managers) every day to Build Trust and Undermine Trust (behaviorally, might be unintentional)? Never say “This was needed to know and you did not need to know”—destroys trust.

Transparent Communication Fosters Psychological Safety

Balaram Thapa
Co-Founder & Travel Advisor, Nepal Hiking Team

Emphasizing cultural competency and inclusive narratives can have a powerful impact on rebuilding trust within the workplace.

When employees see their diverse backgrounds and stories authentically represented and celebrated, it fosters a deeper connection and commitment to the organization.

Creating spaces where employees can share personal stories related to their cultural backgrounds and experiences can be transformative. This practice encourages open dialogue, breaks down stereotypes, and enhances mutual understanding across teams.

As people relate on a human level beyond job titles, trust organically grows. Support these initiatives with clear actions, like incorporating learnings into company policies and celebrations, demonstrating that the company values every individual’s story.

Cultural Stories Enhance Workplace Trust

Andy Kolodgie
Founder, Sell My House Fast

To rebuild trust in such a scenario, focus on personalizing professional growth. While companies often emphasize generic career pathways, tailoring growth plans to individual skills and aspirations can make a huge difference.

Engage employees in regular one-on-one conversations not just about performance, but about their career aspirations and personal growth goals.

Empower managers to help team members access resources, training, or mentorship opportunities that align with these personal goals. This approach shows that the company values them as individuals, not just cogs in a machine.

When employees feel their unique contributions and potential are recognized, trust grows. This method fosters a stronger, more personal connection between employees and employers, bridging the trust gap effectively.

Personalized Growth Boosts Employee Confidence

Zarina Bahadur
CEO & Founder, 123 Baby Box

Focusing on transparent compensation practices can be an effective way to rebuild trust in the workplace. When employees have a clear understanding of how salaries are determined, they perceive a fair and equitable work environment.

Sharing information on pay ranges and the criteria for promotions or raises demystifies the process and reduces skepticism.

Implementing an open forum or Q&A sessions where employees can discuss their compensation concerns or gain clarity on the company’s financial strategies fosters trust.

This approach, while not as commonly discussed as open-door policies or feedback loops, addresses the fundamental issue of fairness and transparency in the workplace—key factors in building and maintaining trust.

Transparent Pay Practices Build Trust

Shannon Alter
Leadership Coach, Communications Expert & Founder, Leaders Exceed

Trust must be earned and the easiest way to earn trust with your employees is to be open, honest and communicate with authenticity and transparency. As the CEO or team leader, it’s your responsibility to lead by example.

To boost trust, optimism and unlock loyalty, senior leaders need to start here:
Think of your organization as a “handshake” kind of business. Employees want to shake your hand and look you in the eye in the process – that’s how you begin to build trust.

In a fast-paced, hybrid working world, communication is more awkward and more transactional than ever. To combat this, leaders must take time to actually talk with their teams. People want to be seen and heard.

Make interactions intentional. Don’t just show up to your office and hope for the best. Instead, actively seek out opportunities to interact with employees. It works at building connection, a sense of belonging and also trust.

Don’t abandon one-on-ones with your team because you’re busy. These are a prime opportunity to really understand what’s going on in the business, from the very people who are helping you build the business. It’s a great opportunity to listen and show your team that you value them.

Authentic Interactions Drive Team Trust

Alex Johnson
CEO, Man & Van Star

Rebuilding trust in the modern working world begins with transparency, coupled with consistent action that is closely aligned with the values of the business. I have witnessed this personally while orchestrating moves for clients feeling uncertain: communication and keeping your eye on the ball worked to settle nerves, engender confidence and keep everyone moving in the same direction.

There are some pragmatic considerations too, such as listening to employee issues and easing financial burdens through competitive salary and support programmes – particularly when fears over affordability are a key trust factor.

Managers must also ‘prove’ their credence by honesty about issues and through involving workers in decision-making to stop them feeling excluded.

Creating a culture of inclusivity that encourages difficult discussions about diversity and civility also helps mend broken relationships. Lastly, investing in employee growth through reskilling and career development is a sign of playing the long game and it helps deepen loyalty.

Such efforts build the basis for trust that can lift moral and lead to better business results.

Inclusive Actions Strengthen Employee Loyalty

Renante Hayes
Executive Director, Creloaded

To rebuild trust in today’s workplace, leaders must first embrace consistent, transparent communication. This means sharing both successes and challenges openly.

Second, implement actionable feedback loops where employee input directly influences decisions, with clear attribution when their ideas are implemented.

Third, leaders must visibly demonstrate integrity by honoring commitments, admitting mistakes, and aligning actions with stated values.

Finally, recognize that trust-building isn’t a one-time initiative but requires sustained effort through regular check-ins and accountability measures.

In my experience, trust doesn’t come from grand gestures but from countless small moments of authenticity and follow-through that demonstrate genuine respect for employees as stakeholders in the organization’s future.

Consistent Transparency Increases Trust Levels

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Authenticity in Action: How Leaders Can Restore Workplace Trust

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Authenticity in Action: How Leaders Can Restore Workplace Trust

The 2025 Edelman Trust Barometer reveals a global decline in employee trust, with only 75% believing their employers “do the right thing,” signaling a critical trust gap. 

This HR Spotlight article gathers insights from business leaders and HR professionals on practical steps to rebuild trust. 

From transparent communication and authentic leadership to creating safe feedback channels and consistent follow-through, these experts share strategies to address skepticism while aligning with business goals. 

Their actionable approaches, like visible micro-consistency and employee-centric platforms, offer a roadmap to foster loyalty, enhance engagement, and close the trust gap in today’s dynamic workplace.

Read on!

Jared Pope
Founder & CEO, Work Shield

In light of growing concern around employee trust, one of the most important and actionable steps a company can take is ensuring employees feel heard and protected.

Create a Work Shield to help organizations foster workplaces of integrity and trust by giving employees a secure way to report misconduct–without fear of retaliation.

As the first and only end-to-end third-party misconduct management solution, Work Shield demonstrates a company’s genuine commitment to integrity, which is essential to rebuilding trust.

Secure Reporting Rebuilds Employee Trust

Hayden Cohen
CEO, Hire With Near

The only way to really rebuild this kind of trust is to actually do the right thing.

From an employee’s perspective, that means being loyal to them, but it can also mean taking moral stands that align with employee values and even making smart business decisions.

Whatever you do, don’t start talking about how moral and trustworthy you are in your internal communications. Let your actions speak for themselves.

Trust is Built by Actions, not Words

Spencer Romenco
Chief Growth Strategist, Growth Spurt

Trust is hard-earned currency in marketing, and it’s not limited to customer relationships, it starts internally.

At our company, we help brands rebuild consumer trust by being there as human, authentic, and transparent.

Employees are the first ambassadors, so trust issues internally have the potential to impact everything externally, specifically how a brand is received by customers.

When we’re talking about rebuilding trust in DTC brands, we’re not giving get-your-corporate-gloss-on PR phrases or “brand tone” tweaks. What we do is tell the truth, show the flaws, and speak openly about product testing, sourcing, and how we set prices.

My number one strategy for trust-building I have discovered is authentic content, whether it’s UGC reviews, behind-the-scenes content, or real-life usage scenarios.

On top of that, we have seen customers get real traction with open talk in their marketing. Instead of hawking perfection, we show customers real problems being solved in real life.

Customers do not require perfection, customers require brands to take responsibility and make something that resonates for them. That’s how you approach trust not through guarantees, but through open books.

So, sure, you can’t simply hang a “We Care About Trust” sign on your page and call it a day, but you can align your people around your brand story because trust starts inside and extends outside.

No company rebuilds trust without genuine alignment on values and communication, internally and externally.

Authentic Content Rebuilds Brand Trust

Kyle Sobko
CEO, Sonder Care

Where trust is the basis of how we support both clients and employees.

Trust can be rebuilt with employees through continued transparent communication. When decision-makers communicate not just their successes but also their setbacks, they minimize uncertainty and build trust. We regularly and openly discuss with our teams, and this is true even when we don’t share good news.

One of the ways I do this is through regular weekly check-ins which allows for feedback to flow both ways. This allows us to build a culture of feedback where people know they were valued and heard.

Trust is earned under specific actions that align with your words. This means that doing what you say you will is critical.

It is about creating an environment of stability and reliability where employees can speak openly and their contribution is valued. This simple practice significantly increased our trust and engagement within the team.

Transparent Communication Rebuilds Employee Trust

Matt Bowman
CEO & Founder, Thrive Local

After 18 years leading a business with both local and global teams, I’ve learned that rebuilding trust isn’t about grand gestures—it’s about MICRO-CONSISTENCY. Start by over-communicating decisions and the “why” behind them.

Second, put faces to leadership. Let teams hear from people, not departments. I’ve held weekly 15-minute “Ask Me Anything” calls across time zones—those built more goodwill than any memo ever could.

Third, own your missteps publicly and promptly. “We got this wrong. Here’s what we’re doing to fix it,” earns more loyalty than spin.

Trust Rebuilds Through Micro-Consistency

Bennett Barrier
Chief Executive Officer, DFW Turf

I run a field-heavy business in Texas. Turf crews, site leads, logistics. Not a Fortune 500, but we’ve got boots on the ground year-round. And I’ll tell you what erodes trust fastest: telling your team something’s handled when it isn’t. No survey, memo, or bonus program makes up for that.

We had a stretch where we overpromised on equipment upgrades. Said new trucks were coming, better blade kits were ordered, and schedule shifts were being reviewed. None of it hit the calendar fast enough. Morale dipped, not because the gear was late, but because guys stopped believing what leadership said.

So, we scrapped the big talk and flipped the play. We now use what we call visible proof updates.

If we say something’s coming, new trailer, adjusted start time, pay structure tweak, we show the change in writing, confirm it twice, and let crews see the impact within a week. No vague rollouts. No in Q3 noise.

Trust doesn’t drop because people are ungrateful. It drops because they hear one thing and see another.

You want to fix that gap? Get small promises right, every time. If the word doesn’t match the walk, no survey metric’s going to save you. That’s the part the trust barometers miss; it’s not the culture slides that count. It’s the follow-through that lands.

Visible Proof Builds Trust and Follow-Through

Walt Brown
Founder, Walt Brown

Start by listening—really listening.

Run a simple, anonymous BITE7 survey to understand where trust is breaking down across the Seven Critical Needs: Belonging, Belief, Accountability, Measurement, Being Heard, Development, and Balance. Don’t guess. Measure.

Then, act with transparency. Share the results with your team. Own the gaps. Pick one issue and fix it visibly. Small, consistent wins rebuild trust faster than grand gestures.

And finally, tighten your structure. When people know who’s doing what, how decisions are made, and that leadership follows through, trust follows.

Listen, Act, Structure to Rebuild Trust

Jennifer Mihajlov
EVP North America, Leading Workplace

Rebuilding trust begins with consistent transparency and authentic communication. Employees need ongoing opportunities for real-time feedback, not just annual surveys to feel genuinely heard.

AI-powered platforms that capture employee insights continuously and enable leaders to respond quickly and personally to concerns are essential.

Trust grows when employees see clear follow-through on commitments and receive recognition tailored to their individual contributions. Equally important is leadership modeling accountability by admitting mistakes and demonstrating a sincere commitment to improvement.

This continuous cycle of listening, acting, and communicating builds a foundation where employees feel valued and secure, effectively closing the trust gap and fostering a culture of loyalty and engagement.

Consistent Transparency Rebuilds Employee Trust

David Rice
HR Expert, People Managing People

Moving people along in their career journeys in a way that maintains trust you’re building through empathy and transparency will require some coaching and investment in training.

Being transparent is great, but if you don’t back it up by showing people you value them by investing in their skills, then why wouldn’t they jump to the next logical conclusion, which is at some point you’re not going to need them? That’s what they’re used to hearing and the leader’s tone on this has not been helpful thus far.

Neither has the decision-making in many sectors where organizations have blindly adopted AI at the expense of people. But in any case, people think they can’t trust the organization that leaves them to figure out how to do all of this on their own.

So you’ve got to help them see it and give them the resources to make the necessary moves to get to where they need to go.

Transparency Needs Investment in People’s Skills

Rabbi Shlomo Slatkin
Certified Imago Therapist & Advanced Clinician, The Marriage Restoration Project

In our work, we’ve seen that the first step to rebuilding trust is creating a safe space for honest, non-defensive dialogue. That means leaders have to go first—they must show humility, take ownership of mistakes, and invite feedback without punishing vulnerability.

From there, consistency becomes key. Trust doesn’t come back all at once—it’s rebuilt one interaction at a time. I often say, ‘The repair is more important than the rupture.’ So don’t aim for perfection—aim for presence. Show up, listen deeply, and make integrity visible through your actions.

Rebuilding Trust: Intentional Effort, Not Time

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Leadership Habits: Dropping the Bad, Picking Up the Good

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Leadership Habits: Dropping the Bad, Picking Up the Good

Effective leadership hinges on evolving habits to meet modern challenges. 

This HR Spotlight article compiles insights from business leaders and HR professionals on one leadership habit they intentionally dropped and one they adopted in recent years, along with the tangible outcomes. 

From abandoning over-control to embracing empowerment, or shifting from reactive availability to strategic clarity, these leaders reveal how purposeful changes drive success. 

Their approaches foster stronger teams, enhance efficiency, and build innovative cultures, providing practical lessons for leaders navigating today’s complex business landscape with intentionality, trust, and sustainable impact.

Read on!

Alanna D’Antonio Garcia
Co-Founder & CEO, Evoke Realty

I have slowly had to reprogram myself from certain leadership habits.

One habit in particular that I dropped was making myself constantly available to our agents. Leaving my calendar wide open assuming they would make meetings with me, and then feeling deflated when no one scheduled time with me. It led to burnout, blurred boundaries and small resentment that started to fester. In turn, I replaced it with the habit of protecting my time and energy.

Now I set clear availability windows and require agents to get on my calendar via my assistant. This way I can prioritize deep, intentional conversations over constant accessibility.

The direct outcome ended up being a win-win for everyone. I was able to take control of my calendar with less frustration, protect my peace and it created a healthier dynamic with the agents and gave me the capacity to focus on vision, strategy, and scaling our brokerage.

Protecting Time Boosts Leadership and Results

Aaron Kenny
Founder & HR Delivery Consultant, A1HR Consulting

I consciously dropped the habit of over-explaining decisions to my team in an attempt to gain buy-in.

While transparency is key, I realised I was diluting clarity by over-justifying every move. In its place, I adopted a habit of framing decisions around clear business priorities and trusting my team to engage or challenge constructively if needed.

The outcome? Quicker alignment, less second-guessing, and a stronger culture of accountability. This shift allowed me to lead with more conviction, and my team responded by stepping up with greater ownership and initiative.

Clarity and Trust Replace Over-Explaining

Corina Tham
Finance & Sales Director, Cheap Forex VPS

One leadership practice I intentionally let go of was micromanaging my team.

I found it hindered innovation, dampened enthusiasm, and stopped my team members from reaching their true capabilities. Instead, I embraced delegating responsibilities with confidence and offering clear direction from the outset. This shift cultivated a sense of ownership and responsibility among the group.

The result was increased efficiency, better-quality results, and a more energized and committed team dynamic.

Delegation Replaces Micromanagement for Growth

Oleksii Kratko
Founder & CEO, Snov

The habit I buried was treating my calendar like a Tetris game of back-to-back meetings, jamming every gap with “efficiency.”

In our early days, I’d review minor code commits between investor calls, mistaking motion for momentum. This created a culture of performative busyness where engineers stopped proposing wild ideas, fearing I’d micromanage execution.

Now, I practice “trust sprints”: quarterly experiments where I delegate one mission-critical project with zero oversight. Last quarter, I handed our team a blank check to rebuild our compliance engine, no approvals needed for 90 days. They returned with an AI architecture so elegant it reduced customer onboarding by 40%.

My team now sends Loom updates titled “Look what we built without asking!”, which are some of the proudest notifications I receive.

Sometimes leadership means removing yourself from the equation so brilliance can breathe.

Trust Sprints Empower Team Brilliance

Karen Watts
Founder, DomiSource

Early on, I thought good leadership meant fast response times. Be available, be reactive, fix things in real-time. It nearly broke me. I was solving the same fires over and over because I wasn’t stepping back to notice why they kept happening.

Now, I log it. I watch for patterns. If it shows up more than once, it earns a place in the system. That shift is why DomiSource runs clean – and why I don’t get midnight calls anymore.

The direct outcome? Fewer “hero moments,” more sustainable execution. My team doesn’t need me in a panic. They need structure, and they get it.

Leadership is about being calm enough to build something that holds, with or without you.

Systematic Leadership Beats Fire-Fighting

Felicia Shakiba
CEO & Executive Coach, CPO PLAYBOOK

The habit I let go of: Always being available. I used to think responsiveness showed strong leadership, but it created bottlenecks and drained both me and my team.

The habit I adopted: Weekly time blocks for deep thinking—no meetings, no distractions. It’s now the most productive part of my week and has helped me make clearer, faster decisions.

That one shift set a new tone for how my clients lead too—especially during high-pressure growth or turnaround moments. When leaders model focus, the rest of the organization follows.

Time Blocking Improves Leadership Focus

Vanessa Anello
Certificate Program Strategist & Facilitator, Workforce Charm

I dropped the habit of trying to control team energy.

Not only was it ineffective, but it was exhausting. I used to try to micromanage momentum, especially as a Facilitator for live certificate programs and workshops (“Welcome, everyone! Let’s stay energized!”).

Now I lean into deliberately shaping the sensory and emotional cues of a room instead of dominating the conversation. This means using lighting, sound, spatial cues (props, material placement , camera angle, are my hands in the shot?- yes that matters, gallery view vs speaker view, using the reaction buttons, interactive tools, etc.) and even pauses to change how people feel.

It’s not just what they hear. I don’t harp on “Be on camera!!!”.

One unexpected benefit was that participation shot up in my workshops and our cert programs. The shift from message-driven to energy-calibrated leadership created more resonance and less resistance. It’s high-leverage, low-cost and almost never taught.

Energy-Calibrated Leadership Creates More Resonance

Nate Chang
Chief Marketing Officer, Sequel Brands

I dropped the habit of being the central problem-solver and instead adopted a leadership style rooted in trust and alignment. 

I thrive in fast-paced, high-pressure environments, but I realized that real momentum comes when the team moves in sync, not just quickly. 

We’ve built a culture of shared ownership by creating space for others to step up, contribute and lead within their roles. It’s not about individual decisions; it’s about shared clarity and collective direction. 

That shift has empowered my teams to move confidently, make smart calls and keep each other accountable. 

The result? More cohesion, faster execution and creativity that resonates because it’s built through collective purpose, not just individual drive.

Trust, Alignment Replace Central Problem-Solving

Jason Post
Founder & Director, Retirement Home Insider

When I started getting promoted into leadership roles of greater responsibility, I became uber focused on results.

In leadership meetings, it was regularly a conversation that started:
“Where are we on….”, “How are we doing…”? My meetings were always driven by questions around whatever project, or metric my department was chasing.

After a while, my messaging became stale and my team began to tune me out.

One day I was with a colleague and he was with a leader on a conference call. He started by saying – “How can I help you?”

I realized later he was focused on their needs, in order to get his objectives met.

It was a mic drop moment – stop being focused just on your goals – you can achieve more by helping your team as well.

Every conversation I have now, includes a standard question “What can I help YOU with?”

Lead With “What Can I Help You With?”

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Discover the latest HR Tips and trends with our weekly newsletters!