There is one thing that has remained constant over the 25+ years Sarah Clarke and Steph Durbin, our Co-Founders, having worked across 35+ industries: culture is the bedrock of success. Culture is built on trust.
While strategy, plans and performance targets are all vital, organisations ultimately succeed or fail based on how things are done around here. The unwritten norms, the everyday behaviours and the energy of the workplace, ultimately at the very core of all of that lies something less tangible but far more powerful: trust.
What Do We Mean by ‘Organisational Culture’?
Organisational culture is more than a mission statement or company sayings. It is the shared values, beliefs and behaviours that shape how work gets done.
Culture is felt in:
- How decisions are made
- How people communicate
- How leaders lead
- How employees interact with one another
And beneath all of this? Trust. At the heart of a healthy culture and a thriving organisation lies trust – without it, no matter how good they are, even the best strategies crumble.
What Is Trust & Why Does It Matter?
Trust is the firm belief in the reliability, truth, ability or integrity of someone or something.
Trust is context-dependent and built over time. Trust is influenced by our thoughts, feelings, experiences and relationships. In the workplace, trust can take many forms:
- Interpersonal Trust: Confidence that others will act fairly, honestly and with goodwill.
- Organisational Trust: Belief in the intentions and ethics of leadership and the wider business.
- Technological Trust: Confidence in the accuracy and reliability of systems and data.
In a recent client meeting, most of the discussion focused on whether the data was accurate (and not on what the data was telling them). This is a clear sign of eroded trust. When trust in information or technology breaks down, it stalls progress and clouds decision-making.
So, how can we build and maintain trust across organisations?
Ken Blanchard’s ABCD of Trust
In his book Trust Works! (2013), Ken Blanchard outlines four key elements of trust, using a simple but powerful framework: ABCD. While it simplifies a complex concept, it provides a helpful lens for reflection and action:
- Able – Do you have the competence and skills to deliver?
- Believable – Are you honest, with a strong sense of ethics and integrity?
- Connected (Caring) – Do you show concern for others? Do people feel you have their interests at heart?
- Dependable – Do you follow through on promises and stay consistent?
Let’s break this down a bit further, and if you need more information we recommend purchasing this book.
Are You Able to Be Trusted?
Trust starts with ability. You need to demonstrate the competence to deliver on your promises. Whether you’re a senior leader setting strategic direction or a team member committing to a deadline, credibility comes from capability.
When people fail to deliver, especially repeatedly, trust is reduced. But mistakes happen. The key is how we respond: are we accountable, transparent, and proactive in recovery? Do we keep people up to date and communicate what is happening, which leads to the next element.
Are You Honest and Open?
Integrity is non-negotiable. When people act dishonestly or prioritise personal gain over the team or organisation, trust erodes rapidly. Openness, transparency and moral consistency create safe and high-functioning environments.
There are elements to consider. For example, are your teams confident that others have their backs? Or are they second-guessing motives and questioning transparency? Regularly measuring perceived integrity across teams can shine a light on hidden issues that undermine trust. Understanding levels of psychological safety can also help.
Do People Know You Care?
Trust grows when people feel seen, heard and valued. Leaders who genuinely care about their teams (and show it through actions, not just words) will create psychological safety.
That sense of connection builds the kind of loyalty and mutual respect that fuels high-performing teams.
Are You Dependable?
Consistency is often underrated. In reality, the simple act of doing what you say you’ll do, time and again, builds a strong foundation for trust.
Being dependable shows people they can rely on you, especially when things get tough. Again communication can be key, being dependable is about keeping people up to date and in the loop.
Culture Doesn’t Exist Without Trust
In every organisation we’ve worked with, trust has been the critical, non-negotiable ingredient for cultural health. The moment trust doesn’t exist, or dwindles, or is questioned there are different directions which cultures can go.
Because trust influences how people behave, what they believe is possible, and influences whether they bring their best selves to work. Many clients have invested heavily in employee engagement surveys and measures, however when they fail to deliver improvements this can erode trust. Because the organisation is seen as not dependable.
As leaders and teams, if we want to build resilient, adaptive and high-performing cultures, we must ask ourselves regularly:
- Are we truly able to be trusted?
- Are we acting with integrity?
- Are we showing we care?
- Are we consistent and dependable?
These questions can be asked at an individual, team or organisational level. For example, if a board isn’t able to be trusted, or doesn’t act with integrity this quickly undermines trust in the board and organisation as a whole.
The answers to these questions will tell you everything you need to know about the strength of trust, and culture, in your team or organisation. Especially, when the answers are gleaned from multiple sources by experienced, competent, open and honest experts who consistently deliver improved cultures and do what they do because they care about creating workplaces where everyone can thrive.
