Trust & Authenticity: The strategic currency for organisational survival
Trust is declining globally. Confidence in institutions and brands is eroding rapidly, with public faith in institutions and respected professions falling sharply.
The issue of misinformation and disinformation has created an environment in which people no longer assume that organisations act with integrity or in the public interest. This growing trust deficit has significant consequences.
It influences how people interact with services, how employees feel about their work, how customers decide, and how communities respond to change. Most importantly, it impacts the legitimacy and long-term resilience of organisations.
In today’s uncertain environment, trust is not a soft asset but the core strategic lever for organisational survival and resilience.
The forces undermining trust
High-profile failures in governance, unethical conduct, and poor crisis handling have fuelled public scepticism. Each incident further damages institutional credibility. Even uninvolved organisations sense the collective impact, leading to a public less willing to trust. Leaders now face increased pressure to demonstrate, not just claim, integrity.
Accountability gaps erode trust. Slow responses and defensive messaging undermine public confidence. People expect humility and transparency, but often receive curated, disconnected narratives – further fuelling widespread cynicism.
Today’s audiences have higher expectations than ever. They expect brands to be ethical, inclusive, environmentally responsible, and socially aware, and to take principled positions on important issues. Brands are expected to “live their values”. However, many organisations find it difficult to consistently meet these standards. When bold promises are not backed by real effort or action, serious damage can be done to an organisation’s reputation, leading to accusations of green and ethics washing.
Consumers are becoming more informed and sceptical about corporate social responsibility. Performative CSR fosters distrust, particularly when social media missteps are amplified. And generational shifts are strengthening this trend, with Millennials and Gen Z prioritising authenticity and purpose and quickly disengaging from organisations that appear inconsistent or insincere.
Given the varied risks to reputation and leadership, and the diverse range of stakeholders and their differing concerns, effectively navigating the modern organisational landscape with your reputation intact requires strategic thinking and a willingness to adapt and grow.
The strategy to build trust
Restoring trust requires more than just communication. It calls for cultural change, strategic discipline, and consistent integrity in behaviour.
Authenticity is key to building trust. Organisations must consistently show their values through leadership and by creating positive experiences for both customers and employees. It’s vital to match brand promises with real experiences, as trust is established through genuine actions, not just superficial promises.
In an era of scrutiny, organisations need to clarify their decision-making processes and demonstrate progress on their commitments. Transparency should be straightforward and embedded into everyday practice, not just during crises. By adopting open reporting and transparent disclosures, organisations can position themselves ahead of the curve and build trust with stakeholders.
People don’t expect perfection, but they do expect responsibility. When mistakes occur, organisations and leaders must acknowledge them promptly, clearly, and without defensiveness. Effective accountability involves admitting what happened, explaining why, and outlining corrective actions while keeping stakeholders informed. Accountability shows an organisation’s willingness to address its shortcomings.
Trust grows when people feel listened to, so organisations should move from one-way communication to real and empathetic two-way engagement. By using approaches that encourage active participation and include diverse voices, organisations can demonstrate a “You said, we did” attitude.
The public expects leaders to be visible, accessible, and genuine.
Organisational communication should be straightforward and sincere. Swap jargon for clarity, corporate spin for storytelling, and promote authentic voices like frontline workers, customers, and partners.
Trust is a strategic advantage
Trust is no longer optional; it is a strategic advantage and vital for organisational legitimacy. In a world of uncertainty and rising expectations, trust is built through consistent behaviour, transparent communication, and authentic leadership.
Organisations that act with integrity, engage openly, and demonstrate accountability will rebuild trust, stand out, and achieve long-term success. Trust is earned through actions, not words. It is one of the most valuable assets an organisation can have.
