Why Trust Is a Two Way Street in Organisations

Trust is a cornerstone of successful organisation; in a workplace context, trust is both a cultural value and a practical necessity. For an organisation to thrive, trust must flow in all directions: from senior management to employees, from employees to leadership, and between all stakeholders, both internal and external.

Trust has to be mutual

Typically, employees expect that they have to earn trust from organisational leaders and higher ups, but this is a false narrative – trust must flow both ways. As much as employees need to earn trust, so do leaders. After all, if staff cannot trust management, there will be heavy organisational repercussions – a lack of productivity, employees looking to leave, reputational damage, and more. If senior management leads by example and gives trust to employees automatically, this can only empower them and improve organisational performance, output and results. It also fosters a positive working environment – employees feel less stressed and are therefore likely to stay loyal to the organisation. This means a company can retain the best talent.

It’s not just internal

Organisations don’t just have a duty to their staff, but to a wider range of people: customers, suppliers, investors, regulators, and even the local community are all affected by how an organisation behaves and operates. When a company thinks about trust, it must also outwardly show trust to everyone it comes into contact with and deals with regularly. Not only does this boost brand reputation, but it also hits key ESG criteria. If a company can display its ethics via transparency, it creates external harmony.

How to build a culture of trust

Creating a culture of trust involves a long-term commitment that must be fundamental and obvious every day. It begins with transparent communication. When leaders are open about both successes and challenges, they demonstrate respect for employees’ ability to handle the truth. This kind of openness fosters credibility and signals that information is not being withheld or spun.

Leadership also plays a vital role in modelling trustworthy behaviour. When senior figures hold themselves accountable, act with integrity, and are willing to admit when they’ve made mistakes, they set a powerful example for the entire workforce. Trust is far more likely to thrive in environments where leaders are seen as authentic and principled.

Equally important is the creation of spaces where employees feel encouraged to provide honest feedback and know that it will be received constructively. Employees need to believe that their voices are valued and that they can speak up without fear of repercussions. This is crucial to building mutual respect and openness.

A culture of trust also depends on autonomy. Trusting individuals to make their own decisions shows confidence in their capabilities and encourages them to take ownership of their work. Empowered teams tend to be more engaged, creative, and committed to collective success.

How background checks increase trust

While the cultural elements of trust are foundational, background checks are an example of a practical measure an organisation can implement to help build a trustworthy working environment where everyone can thrive.  By verifying employment history, qualifications, criminal records and references, background checks help ensure that new hires align with the organisation’s values and standards. Employees also benefit from knowing that the organisation takes safety and integrity seriously, fostering a collective sense of confidence and security. When done respectfully and with transparency, background checks reinforce the message that trust matters at every level.

Organisations that invest in trust-building practices, from leadership transparency to robust hiring processes, will enjoy stronger collaboration, increased innovation, and higher retention. Trust is a shared responsibility, and when it flows freely between employees, management, and stakeholders, the whole organisation stands stronger.

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