Trust under Pressure

What can we do to Rebuild Trust

It's that time of year for the release of the latest version of one of the most insightful annual studies; a study that really helps make sense of what we see happening around the world, and which should be part of any company's PESTLE consideration. 

Each year, the Edelman Trust Barometer surveys thousands of people across the globe (this year, 33,000+ people in 28 countries) to measure trust levels in four key institutions: government, business, media, and non-governmental organisations (NGOs). It was launched in 2000 and aims to provide a snapshot of the public mood, exploring how trust—or the lack of it—shapes perceptions, behaviours, and societal trends. By analysing patterns and changes in trust levels, the report sheds light on the factors influencing institutional credibility and highlights emerging challenges and opportunities for leaders in navigating an increasingly complex world. 

The 2025 Edelman Trust Barometer has just been unveiled at the World Economic Forum in Davos. And this latest report reveals a significant shift from political polarisation of the recent past to widespread societal grievance, driven by deepening economic fears and a pervasive sense of unfairness. This shift has been developing over recent years but has experienced a notable acceleration in the past year.  

What were the Key Findings from the 2025 Edelman Trust Barometer?

• Rise of Grievance-Based Society: Economic anxieties have evolved into a broad sense of grievance, with many believing that institutions, including businesses and governments, exacerbate challenges and primarily serve the interests of the wealthy. 
• Declining Trust in Major Economies: Five of the world’s largest economies—Japan, Germany, the UK, the US, and France—are among the least trusting nations, indicating a significant trust deficit in these regions.
• Job Insecurity Concerns: There is an increase in fear related to job security, with mounting concerns about international trade conflicts, foreign competition, offshoring, potential recessions, automation, and outdated skills.
• Support for Hostile Actions: Quite alarmingly, a notable portion of the population believes that hostile actions, including physical violence, may be necessary to instigate change. This reflects a deep-seated dissatisfaction borne of a sense of individual and collective 'loss of control' and the freeze-flight-FIGHT reaction kicking in.  

So What's the Impact?

This transformation has profound implications for businesses, especially small and medium-sized enterprises (SMEs), as they navigate an environment of declining trust and increasing public dissatisfaction.

Trust, or the lack of it, is experienced by people. These people assume different roles, and the reduced levels of trust highlighted in the 2025 Edelman Trust Barometer affect these various groups in different ways:

• Individuals: People navigating their personal and social lives are experiencing increased scepticism as they question the intentions and actions of institutions (governments, corporations, media, NGOs). They are feeling more isolated and disconnected, with a sense that systems are rigged against them. They increasingly mistrust information with a reluctance to believe traditional or online media due to perceived bias, misinformation, or disinformation.
• Members of Society / Citizens: Individuals in their role as part of a broader community or nation are becoming politically disengaged. They are increasingly polarised and either tending towards grassroots activism or outright apathy. But there is a growing demand for policies that address inequality, fairness, and systemic reform.
• Consumers: People making purchasing decisions and engaging with brands are generally less willing to trust companies’ claims about sustainability, ethics, or social responsibility. They expect brands to provide clear, verifiable evidence of their practices (eg. supply chain ethics, sustainability metrics) and are increasingly supporting or rejecting brands based on alignment with personal values.
• Employees: People working within organisations have rising fears about layoffs, automation, and skills obsolescence, eroding trust in employers. They expect their leaders to take stands on social, environmental, and political issues. There is increasing disengagement or departure from workplaces perceived as unfair or exploitative.
• Employers / Companies: Many organisations are grappling with trust dynamics internally and externally as they try to maintain trust amid heightened public scrutiny. They face challenges in retaining employees who feel undervalued or uncertain about the company’s future. Companies are also held to higher standards regarding their impact on society, the environment, and governance practices.  

What Next?  How do we Rebuild Trust?

While this sort of environment can - and does - feed populist sentiment, it can also propel progressive change.  And we do seem to be in the middle of a tug-of-war between populism and progressive change.  But while this trust crisis presents challenges for business, it also provides opportunity to differentiate themselves by becoming leaders in trust-building. 

Businesses are truly in a strong position to influence the hearts and minds of people - as individuals, members of society, employees, and customers etc, and build trust in meaningful ways. Here are some ideas:

1.     Invite People In. Trust is built in the details—so invite employees, customers, and communities to understand how your business operates and what it stands for. Transparency, openness, and honesty set the foundation. 

2.     Help People Thrive. Empower your employees with opportunities and the means to grow, learn, and succeed. Address fears of job loss by reskilling your workforce and fostering a culture of curiosity and adaptability. 

3.     Make a Difference Beyond Profit. Look beyond the bottom line. Commit to causes that align with your values and resonate with your stakeholders. Whether it’s community projects or sustainability initiatives, actions speak louder than words. 

4.     Be a Trusted Guide. In a world overwhelmed by misinformation, your business can be a source of clarity. Communicate your goals, challenges, and progress authentically—even when the answers aren’t perfect. 

5.     Adapt and Evolve. Stay alert to economic, social, and environmental changes. Resilience and flexibility are not just survival strategies; they’re essential to thriving in uncertain times. 

6.     Actively Listen and Engage. Trust is a two-way street. Create spaces for dialogue where employees, customers, and communities feel heard. Listening—truly listening—can unlock unexpected insights and strengthen connections. 

7.     Lead with Values and Lead by Good Example. Values are not just words; they’re lived through observable behaviours. Treat employees, customers, and partners with respect and fairness, and demonstrate integrity in every decision. Leadership that consistently reflects organisational values inspires trust and sets a standard others will follow.  

“In leadership, trust is the currency. With it, everything is possible. Without it, nothing is.”

– Craig Weatherup ( ex CEO & Chair PBG, Philanthropist) 

• To read the 2025 Edelman Trust Barometer Report, click here.
• To watch a 2 minute video by Richard Edelman introducing the report, click here.
• To visit the Edelman site - including the 1 hour Davos Presentation (scroll to the very bottom of the page), click here.

 How are you going to help lead us into a more trusting future? 

Ad Futurum 

Graham