Blog: Building trust is a must

In the age of AI and misinformation, it’s clear that our trust in people, organisations, technology and the media is being undermined.

We are advised to question everything from AI search results to social media posts and images and news reports. 

While questioning is essential, it comes at a cost and being more sceptical and less trustful has risks for our society and community connection.  In this environment, how do organisations and businesses build trust? 

A recent study published in the American Psychological Association’s Psychological Bulletin found that people who are generally more trusting tend to report greater wellbeing and found that trust plays a key role in how happy and satisfied people feel.

Unfortunately, it might be a stretch for a business or organisation to simply tell their employees and customers that trusting them is good for their wellbeing. 

So, what’s the answer? My view is that organisations need to build trust internally before they can properly build trust externally. Employee (or internal trust) is vital for helping build trust externally.

This ‘Inside Out’ view was reinforced last week when the Hughes team came together for a professional development day focussed on building trust and Stephen Covey’s Leading at the Speed of Trust.

In the current environment, Covey’s insights appear more relevant than ever. His Five Waves of Trust Model is derived from the ripple effect of starting with Self-Trust leading to Relationship Trust and then Organisational Trust, Market Trust and eventually Societal Trust.

His model highlights that internal trust among employees accelerates innovation, communication, and execution. Internal trust is built through transparency, consistency, and empowerment.

Employees are an organisation’s most valuable advocates — but only when they feel informed, respected, and secure. Inconsistent messaging, vague communication, or a lack of transparency can quickly erode morale and create doubt.

This makes clear and proactive communication essential. Organisations must be transparent about what they do, how they do it, and what they stand for. 

When crises arise — or when false information about an organisation spreads – organisations are far better positioned to weather the storm if they have already built a foundation of trust through consistent, authentic messaging.

In the age of misinformation, trust has become a risk that can amplify an organisation’s vulnerability. 

However, if trust is carefully built, managed, and maintained, it can become its greatest competitive advantage.

Simon Hatcher

Hughes | Consultant