Trust doesn’t just happen—it’s built. And it’s built every single day through the choices leaders make in how they communicate, how they treat people, and how they navigate tough decisions. Building a culture of trust requires transparency, tact, and togetherness.
The moment one of those elements is missing, trust starts to erode. It might not break all at once, but little by little, people stop believing in leadership, disengage, and question whether they still belong.
We’ve seen this play out in real-time with companies making high-profile missteps that damaged trust with employees and customers. Let’s break down three recent examples where trust took a hit—and what leaders can learn from them.
Transparency: When People Don’t Trust the Story You’re Telling
Meta recently cut 3,600 jobs, claiming the layoffs were based on employee performance. But here’s the issue—many of those employees say they had no history of underperformance. Some had even received recent promotions or strong reviews.
So which is it? Either Meta wasn’t honest about the criteria, or they weren’t honest in past evaluations. Either way, people feel misled. And when employees believe leadership isn’t being upfront, they stop trusting not just what’s said, but everything the company stands for.
Leadership Lesson: People don’t just need to hear what’s happening—they need to believe it. Transparency isn’t about telling people what you think they want to hear; it’s about giving them the truth, even when it’s uncomfortable. My practical advice to leaders: “Love people enough to tell them the truth.”
Tact: When Truth Feels Like a Weapon
When an employee at Kyte Baby requested to work remotely while her newborn was in the NICU, the CEO denied it—publicly. The backlash was immediate. Customers, employees, and social media exploded with criticism.
To her credit, the CEO later admitted, “I was insensitive, selfish, and only focused on the fact that her job had always been on-site. Thinking back, it was a terrible mistake. I own 100% of that.”
This situation wasn’t just about the decision—it was about how the decision was made and communicated. Leaders must recognize that tact is about creating psychological safety. It is possible to be truthful and gentle. This is why one of the most common definitions you hear people say about gentleness is, “Gentleness is strength under control.” You can say no and still make people feel whole in the process. Because when tact is missing, even the right decision can feel wrong.
Leadership Lesson: Tact isn’t about sugarcoating the truth—it’s about delivering it in a way people can hear and respect. It’s about treating people like human beings, not just employees. Before you speak, think of someone you deeply care about and ask yourself, “How would I want this message delivered to them?” That perspective will always lead you to a better approach.
Togetherness: When You Make People Feel Like They Don’t Belong
Target, for years, positioned itself as a brand that champions diversity and inclusion. They invested in Black-owned businesses, celebrated Pride, and created a workplace where employees felt seen. But in early 2025, under political pressure, they quietly pulled back on their DEI initiatives, stopped participating in third-party diversity surveys, and scaled back some of their public commitments. And their employees and customers? They noticed.
People who had supported Target for years felt like the company caved when it mattered most. They weren’t just upset—they were hurt. The backlash came fast: customers boycotted, activists called them out, and even members of Target’s founding family expressed their disappointment. Online, people were vocal about taking their business elsewhere—many pointing to Costco, a company that doubled down on its DEI efforts instead of retreating.
Here’s the thing: organizations that are committed to DEI don’t just do it when it’s easy. They do it when it’s hard, because they understand that togetherness means have each other’s back and being an exceptional team player.
Leadership Lesson: Togetherness isn’t just about saying the right things—it’s about standing by your people when it counts. It’s found in the moments when doing the right thing is inconvenient, when taking a stand comes with a cost. Great leaders don’t just say they value people—they prove it through action.
The Bottom Line: Trust Doesn’t Get an Off Day
Every decision you make as a leader either builds trust or erodes it—there’s no middle ground. Your leadership presence isn’t just about how you show up in the big moments; it’s defined in the everyday choices you make, the conversations you have, and the way you make people feel. When faced with a tough decision, ask yourself: What choice would I make if I were focused on building trust? That answer will always steer you in the right direction.
THINK YOU’RE GOOD AT BUILDING TRUST? GET YOUR SCORE NOW.
Trust is the foundation of every great relationship—but how well are you actually building and sustaining it? Your Trust Architect Score reveals your strengths, blind spots, and biggest opportunities to improve trust with yourself and others. In just a few minutes, you’ll get a personalized breakdown of where you excel and where small shifts can create a big impact in your leadership and relationships.
