Trust and Transparency

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

Trust begins with belief. Belief that leaders will act with integrity. That colleagues will pull their weight. That decisions are made fairly and with good intent. Trust creates psychological safety—the essential condition for risk-taking, honesty, and creative contribution. Without it, even high-performing teams stall. Fear replaces openness. 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 the worries. It doesn’t mean full disclosure of every fact, but it does mean explaining the thinking behind decisions. When people understand the “why,” they feel part of the journey. When they don’t, they fill the silence with suspicion. The two feed each other. The more transparent a leader becomes, the more trust they earn. And the more trust they feel from their team, the easier it becomes to be transparent. It’s a loop of reinforcement. Or a downward spiral, if either one breaks.

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

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

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