Trust sits at the foundation of healthy communities and strong organizations. However, in recent years, social trust has eroded significantly. Ongoing political polarization, economic uncertainty, and repeated crises like the Covid-19 pandemic have left many feeling distrustful and disconnected. As leaders, it is our responsibility to help rebuild trust where it has broken down. Through transparency, accountability, and acting as a unifying force, we can help restore the social fabric and bring people together once more.
Today we will explore the causes of declining trust and offer concrete strategies any organization can implement to help regenerate trust both within their walls and in the wider community they serve.
Causes of Eroding Trust
Multiple factors have contributed to the steady decline in social trust seen in recent decades. Research from political scientists (Uslaner, 2018) and sociologists (Putnam, 2000) point to some of the primary drivers:
Political polarization. As political parties and media grow more extreme in their rhetoric and less willing to compromise, it breeds distrust between opposing groups. People see "the other side" more as enemies than fellow citizens with different viewpoints (Uslaner, 2018).
Economic instability. The financial crisis of 2008 and lingering effects greatly damaged people's trust in major institutions like banks and corporations. Growing income inequality and fears of job loss also fuel distrust (Gambetta & Bacharach, 2001).
Demographic changes. Shifting demographics through immigration and an increasingly diverse population can threaten tightly-held beliefs for some and spark fears of lost influence, further dividing trust along cultural lines (Putnam, 2007).
Social media effects. While connecting people globally, constant screens and curated social media feeds also isolate people in information "bubbles" and make it easier to spread misinformation that further erodes shared trust in facts and experts (Del Vicario et al., 2016).
The combination of these societal shifts has left many feeling a profound lack of control and unable to rely on established sources of authority. To rebuild from here requires concerted local efforts.
Strategies for Organizational Leaders
As hubs of community and employment, organizations have a unique role to play in regenerating trust. Here are several specific, actionable strategies leaders can employ:
Be transparent. One of the surest ways to regain trust is through openness and honesty. Keep stakeholders informed about challenges, mistakes made, and steps being taken to remedy problems and prevent recurrences. Transparency invites accountability and builds confidence (OECD, 2017).
Seek stakeholder input. Rather than making decisions behind closed doors, proactively solicit feedback from employees, customers, partners and the wider public on key issues. Hold open forums, conduct surveys, and appoint advisory councils. When stakeholders feel heard, they are more willing to trust decisions made (Kaplan & Norton, 2008).
Focus on shared identities. Emphasize common ground and what unites different groups rather than what divides them. Promote a sense of shared purpose, values and positive vision for the future that cuts across societal lines. This helps overcome polarization and restores social cohesion (Uslaner, 2012).
Lead with integrity. Walk the talk by holding yourself and the organization to the highest ethical standards. Address any perceived improprieties swiftly and ensure fair treatment of all. When leaders set a principled example with their actions, it builds trustworthiness (Schwartz & Bensimon, 2020).
Promote civic participation. Encourage employees to volunteer in their communities, whether through company-sponsored programs or independently. Supporting local organizations and initiatives outside work helps strengthen the wider social fabric and puts a face to your brand in positive ways (Putnam, 2000).
Empower grassroots leaders. Identify and cultivate emerging talent within communities served. Equip these local voices with resources and training to become effective change agents. Empowered community stakeholders form stronger bonds of trust than external organizers (Florin & Wandersman, 1990).
Putting Trust-Building into Practice
To bring the above strategies to life, consider some concrete steps three specific types of organizations could take:
A Financial Institution
Could hold townhall meetings in local branches to share the bank's goals, challenges and get input. Profile employee volunteers monthly in newsletters. Partner with a financial literacy non-profit to offer free workshops for at-risk groups and promote on social media as a trusted resource. Conduct anonymous pulse surveys to identify areas of distrust and address concerns transparently.
A Healthcare Provider
Appoint a diverse community advisory board to shape major policies and communicate to patients regularly on progress made. Launch a social media campaign highlighting staff as trusted individuals making a difference through their work. Sponsor health fairs with screenings and seminars on pressing issues to strengthen bonds with the local population. Publish patient outcome data and complication rates to demonstrate commitment to quality of care.
A Manufacturing Company
Host open houses for community members to witness operations and address concerns about issues like pollution. Partner with local schools to set up mentorship programs pairing student interns with staff as positive role models. Profile long-term employees to share what keeps them loyal and shareholders updated on sustainability efforts through impact reports. Conduct collaborative workshops between unions and managers to build cross-functional trust.
Conclusion
While trust takes a long time to build, it can easily break down. By making transparency, stakeholder inclusion, integrity and civic participation core priorities, organizations can play an instrumental role in repairing fractured social bonds. Though broader societal issues are difficult for any single entity to remedy alone, community-focused strategies like these empower leaders to nurture trust at a local grassroots level through genuine commitment, open dialogue and cooperative efforts. With patience and perseverance, organizations large and small have the ability to strengthen the connective tissue of society and help bring people together once more in times that could otherwise pull them apart.
References
Del Vicario, M., Bessi, A., Zollo, F., Petroni, F., Scala, A., Caldarelli, G., Stanley, H. E., & Quattrociocchi, W. (2016). The spreading of misinformation online. Proceedings of the National Academy of Sciences, 113(3), 554–559. https://doi.org/10.1073/pnas.1517441113
Florin, P., & Wandersman, A. (1990). An introduction to citizen participation, voluntary organizations, and community development: Insights for empowerment through research. American Journal of Community Psychology, 18(1), 41–54. https://doi.org/10.1007/BF00922688
Gambetta, D., & Bacharach, M. (2001). Trust in signs. In K. S. Cook (Ed.), Trust in society (pp. 148–184). Russell Sage Foundation.
Kaplan, R. S., & Norton, D. P. (2008). Mastering the management system. Harvard Business Review, 86(1), 62-77.
Organisation for Economic Co-operation and Development. (2017). Trust and public policy: How better governance can help rebuild public trust. OECD Publishing. https://doi.org/10.1787/9789264268920-en
Putnam, R. D. (2000). Bowling alone: The collapse and revival of American community. Simon & Schuster.
Putnam, R. D. (2007). E pluribus unum: Diversity and community in the twenty-first century. Scandinavian Political Studies, 30(2), 137–174. https://doi.org/10.1111/j.1467-9477.2007.00176.x
Schwartz, R. A., & Bensimon, E. M. (2020). The Imperative for Promoting Equity in the Post-COVID Era. Change: The Magazine of Higher Learning, 52(5), 6–13. https://doi.org/10.1080/00091383.2020.1809151
Uslaner, E. M. (2012). Segregation and mistrust: Diversity, isolation, and social cohesion. Cambridge University Press.
Uslaner, E. M. (2018). The erosion of American trust has deep roots: Economic insecurity, racial strife, and partisan battles have damaged social cohesion for decades. Issues in Science and Technology, 34(2).
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
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