Trust and Transparency

In today’s high-speed world ofdisruption and digital transformation, trust and transparency are no longeroptional extras. They are the quiet foundations of resilient cultures - thedifference between an organisation that wobbles in every storm and one thatholds its ground.

Trust begins with belief. Belief thatleaders will act with integrity. That colleagues will pull their weight. Thatdecisions are made fairly and with good intent. Trust creates psychologicalsafety—the essential condition for risk-taking, honesty, and creativecontribution. Without it, even high-performing teams stall. Fear replacesopenness. People stop speaking up, and cultures close in on themselves.

Transparency is trust’s closest ally.It’s the habit of telling the truth, sharing not just the wins, but theworries. It doesn’t mean full disclosure of every fact, but it does meanexplaining the thinking behind decisions. When people understand the “why,”they feel part of the journey. When they don’t, they fill the silence withsuspicion. The two feed each other. The more transparent a leader becomes, themore trust they earn. And the more trust they feel from their team, the easierit becomes to be transparent. It’s a loop of reinforcement. Or a downwardspiral, if either one breaks.

Take the ongoing case of Boeing. Oncethe gold standard of aviation engineering, its reputation suffered a sharpdescent following the 737 MAX disasters. Investigations uncovered troublingissues: a culture where engineers felt sidelined, safety concerns were unheard,and financial performance was prioritised over human life. The result? Publicconfidence is shaken, regulatory scrutiny is intense, and internal morale isdrained. Boeing is now embarking on a long-term effort to rebuild what waslost: trust in leadership, transparency in practice, and pride in its work. Thenext test will be when the report into the causes of the Air India disaster ismade public.

The lesson is clear: culture isvisible in moments of crisis. If your people trust you and feel informed andinvolved, they will help steady the ship. But if they don’t, even minorsetbacks become major headlines.

As we move through 2025, organisationsthat thrive will be those that hardwire trust and transparency into theirculture, not with posters or platitudes, but with consistent behaviour. Leadersmust go first. They must model openness, invite feedback, and make decisionsthat reflect shared values, not just their quarterly targets. Because whenpeople feel safe, respected, and informed, they do more than just show up. Theystep up. They contribute fully. And they stay. That’s not just good culture.That’s good business.