If we pause for a moment and remember the best work environments we have ever been a part of, one quality always stands out: trust. Trust is the invisible foundation that supports collaboration, innovation, and real connection between people. Yet, even the strongest foundation can crack, sometimes from habits so small they go unnoticed. In our experience, understanding and changing these habits matters. We have seen how quickly trust can crumble, and also how intentionally it can be rebuilt.
Understanding organizational trust
Organizational trust does not appear overnight. It is built day by day, encounter by encounter, and decision by decision. When trust is present, people are willing to share their ideas, take risks, and admit mistakes. When trust fades, fear and caution take over, making it hard to solve problems or move forward together.
We have identified seven habits that threaten organizational trust the most. Breaking these habits is a conscious process, but it has lasting benefits for teams and organizations.
The seven trust-eroding habits
1. Withholding information
When leaders or team members hide or filter important information, they make others feel excluded and powerless. People notice when key facts or updates are kept behind closed doors. This secrecy invites suspicion. Suddenly, small misunderstandings grow into distrust, and people start to fill in the gaps with worst-case scenarios.
Openness builds bridges; secrecy builds walls.
Even unintentional information hoarding can create a culture of anxiety. We have found that proactive transparency—sharing the “why” behind decisions, not just the “what”—makes a noticeable difference in trust levels.
2. Breaking promises, even small ones
When someone says, “I’ll call you back this afternoon,” we tend to believe them. If that call never comes, even on a busy day, disappointment lingers. Repeated small letdowns add up.
Consistency between words and actions proves reliability; without it, trust slowly dissolves. Over time, people may stop believing any commitments, big or small. In our view, reliability is not about being perfect, but about communicating honestly if we cannot deliver as promised. Even a simple message to renegotiate expectations keeps trust alive.
3. Ignoring or dismissing feedback
When feedback is asked for and then ignored, frustration replaces trust. We have listened to team members share how discouraging it feels when their opinions vanish into a void, with no sign of change or even acknowledgment.
- Feedback needs attention, even if every idea can't be implemented.
- Genuine listening means reflecting and responding, not just going through the motions.
- Saying “thank you” and following up with concrete actions or explanations strengthens trust.
We have seen that organizations grow when people feel heard, even if their suggestions are not always adopted.
4. Blaming instead of taking responsibility
Blame divides teams and saps confidence more quickly than almost anything else. When mistakes happen, shifting responsibility erodes psychological safety. People learn to protect themselves instead of contributing honestly, and discussions become about fault, not solutions.
We believe accountability means owning our part, learning, and moving forward together. When leaders model this, others follow. This habit transforms conflict into collaboration, helping teams to repair mistakes openly and respectfully.
5. Playing favorites
Favoritism is often subtle, but its impact is powerful. Examples include giving the best projects to the same people, allowing some to break rules, or consistently overlooking others’ efforts. When this happens, trust in fairness drops sharply.
Fairness is visible to everyone; favoritism rarely goes unnoticed.
We have worked with teams where even the perception of favoritism led to resentment, low morale, and a decline in performance. Treating everyone with respect and applying policies equally builds an environment where trust can grow.
6. Failing to address conflict
Conflict avoided is conflict multiplied. When issues are swept under the rug, people feel unprotected and unsupported. Silence often sends the message that some problems do not matter, or worse—that some voices do not matter.
Addressing conflict directly and respectfully reassures people that issues can be resolved fairly, not at the expense of anyone's dignity.
When we have helped organizations face conflict with openness, people feel relief. They see that disagreement can be healthy, and it creates space for learning and repair.
7. Disregarding values and ethics
When stated values are ignored, or ethics are bent for convenience, trust gives way to skepticism. Team members watch closely when others make excuses for dishonesty, cut corners, or prioritize personal gain over shared goals.
We have seen how upholding values, especially in difficult moments, creates lasting trust. Integrity means acting in line with what we claim to believe, even when it is uncomfortable. When leaders and teams do this, trust becomes truly resilient.
What can we do to strengthen trust?
Breaking these habits demands conscious effort. In our work, we advocate for:
- Clear and regular communication—share information early and explain the reasons behind changes.
- Keeping commitments or renegotiating them honestly when circumstances shift.
- Inviting feedback and showing through action that it has impact.
- Owning mistakes and growing from them, individually and as teams.
- Treating everyone equitably and respecting diverse contributions.
- Facing conflict together with an open mind, not with avoidance.
- Staying true to values, especially under pressure.
The effects add up over time—each positive shift makes more trust possible.
Conclusion
In our experience, trust is not a fixed trait, but something shaped every day by small actions and choices. We believe that by letting go of these seven habits, we do more than restore trust—we create better organizations, where people can connect, cooperate, and grow together.
Changing habits changes trust. And trust, in time, changes everything.
Frequently asked questions about organizational trust
What is organizational trust?
Organizational trust is the belief that people in a group or company are reliable, honest, and act in good faith. It shows up in the way people cooperate, communicate, and support one another, making it easier to work together and handle challenges as a team.
How can I build organizational trust?
To build organizational trust, we suggest:
- Communicate openly and regularly.
- Follow through on promises, even small ones.
- Welcome and respond to feedback.
- Admit mistakes and foster accountability.
- Be fair and transparent in decisions.
- Live the values your organization stands for.
What habits destroy organizational trust?
Habits that damage trust include withholding information, breaking promises, ignoring feedback, blaming others, playing favorites, avoiding conflict, and failing to honor values or ethics. These behaviors, whether obvious or subtle, break down confidence in relationships and organizational culture.
Why is trust important at work?
Trust is key to effective teamwork, comfort in sharing new ideas, and the willingness to admit mistakes. When trust is present, people cooperate more easily, feel safe, and can focus on doing their best work. When it is missing, anxiety, confusion, and disconnection grow.
How to recover lost trust in teams?
Regaining trust after it is lost takes time and consistent action. We advise starting with open conversations, sincere apologies if mistakes were made, and clearly stated commitments for change. Following through, welcoming feedback, and acting transparently all help. Over time, these habits show reliability and care, helping rebuild trust step by step.
