The Decline in Trust Continues

The bad news keeps coming.

Hi Friends, I’ve been reflecting on the 2025 Edelman Trust Barometer, and I want to share my own take on some of the more striking results. The report confirms something we’ve been seeing for a while now: trust continues to slip. Although that might not shock you, the deeper story is where exactly it’s tanking and how it’s shaping people’s perceptions. With that in mind, I want to walk you through some data points and a few insights on how leaders can—and should—respond.

The Decline in Trust (Again)

The Edelman report delivered two big headlines that jumped out at me:

1. “Widespread grievance is eroding trust across the board”

2. “Majority hold grievances against government, business, and the rich.”

The fact that mistrust is growing among people who already felt underrepresented or unheard doesn’t come out of left field. But this underscores a bigger issue: those in positions of power or authority are feeling the brunt of this downward shift in trust.

Here’s another jarring finding:

“Only 36% of respondents believe that things will be better for the next generation. In developed countries, just one in five sees a better future.”

Not only is optimism plummeting, but what really stood out for me is that our biases around the future are changing in ways that are tough to reverse. Once our brains adopt a negative “default setting,” we start expecting more of the same, making it that much harder to reclaim optimism—especially if no one is stepping in to show a better path forward.

The Pressure on Business

Another key data point I noted:

“High sense of grievance puts pressure on business—those with high grievance believe business to be 81% less ethical and 37 points less competent.”

This one is huge because it suggests trust isn’t just slipping at the surface level, it’s diving straight into assumptions about character and ethics. When people don’t believe you’re ethical, they aren’t likely to see you as competent, either. That one-two punch is devastating for any leader or organization trying to move forward.

In a work setting, when transactional trust is eroded—where employees or customers have to double-check every action—it’s a major drain on energy, morale, and ultimately results. I’ve seen firsthand how once people start spotting small errors or oversights, they’re quicker to assume malice or incompetence rather than human error. That’s a recipe for a downward spiral where no one cuts anyone any slack.

Where Leaders Should Start

Let’s be real: If you’re leading a team, department, or entire organization, you can’t afford to sit on your hands. Here are a few practical moves I suggest:

1. Dig into Disaggregated Data
   The Edelman report highlights that lower-income and marginalized or equity-deserving groups are feeling the heat most acutely. Your internal surveys and data need to be split out by relevant demographics so you can see how trust levels vary. Who’s at the bottom of your pay scale? Where do historically underrepresented groups sit within the organization? Focus on building relationships with those groups and those who influence them.

2. Demonstrate Humility and Swift Action
   When something happens that damages trust—don’t wait. Acknowledge it, address it directly, and show you mean it through consistent follow-up. People need to see genuine care in your actions.

3. Root Out Corrosive Influences
   If anyone in your organization openly fuels distrust (whether through gossip, baseless negativity, or a careless attitude toward others), it’s time to step in. Toxic behaviors spread if left unchecked.

4. Prioritize Trust-Building in Your Strategy
   Trust isn’t just a “nice to have,” it’s a strategic pillar. If you’re mapping out a three- or five-year plan, factor in trust as a measurable objective. Look at your daily operations: Are there any practices that might be chipping away at trust—like lack of transparency or overly complex policies? Fix them.

5. Listen, Listen, Listen
   People lose trust when they think you’re either clueless or indifferent to their concerns. Make sure they know you’re paying attention. Simple steps like follow-up emails, town halls, and transparent updates about how feedback is being used can go a long way.

Why This Matters More Than Ever

A lot of folks I talk to these days tell me they feel drained—like they’re just waiting for the next shoe to drop. This isn’t just a “soft” problem; it’s a hard business issue. Trust underpins productivity, innovation, and the willingness to collaborate. If your employees or customers are stuck in a cycle of skepticism, it’s going to slow everything down.

If You Need Help

I’ve been working with leaders on these challenges for a long time now, so if you’re looking for a sounding board on how growing mistrust could impact your specific organization, I’m always open to a conversation. An hour on the phone, a quick Zoom, or even a walk-and-talk—whatever works best for you. Sometimes just talking it through helps you see blind spots or new angles you might’ve missed.

Final Thoughts

• Have you taken a close look at your own data? Sometimes the big picture masks major trust gaps in certain pockets of your workforce.

• Do you know who influences those most likely to feel disenfranchised? Tapping into those influencers—positively—can have a ripple effect.

• What biases might you have in interpreting “grievances”? It’s worth reflecting on your own assumptions before planning next steps.

At the end of the day, trust is a cornerstone of any thriving organization. As leaders, we need to recognize that the world of work is changing—people’s expectations are shifting, and grievances are growing. The faster we act to build or rebuild trust, the less likely we’ll end up in a downward spiral. Let’s move forward together, with greater awareness and the willingness to take concrete steps that show we’re committed to doing right by our teams and communities.