Research consistently shows that trust is foundational to team performance, yet the 2025 Edelman Trust Barometer found that employees' trust in their employers "to do what is right" dropped globally by 3 points to 75%. The growth of artificial intelligence and increased employee monitoring has also contributed to a decline in trust. A recent poll found that nearly half of office workers trust AI more than their own colleagues, largely in response to poor and inconsistent leadership.
For business leaders, this has created a crisis of confidence and paralysis in decision making. A volatile economy, the integration of AI, and a constantly changing workplace are eroding trust at a pace never seen before, and it's impacting both employees and the bottom line.
LOCAL, Jamie Shapiro PhD, founder of Connected EC, and a small group of senior peers gathered together recently for a science-backed conversation around how to build connection and trust within your team, and the stakes at play. It was a chance to compare notes, share challenges, and hear what other leaders are doing.
Our conversation was rooted in Connected EC's core model - the 5 C's of team cohesion and organizational culture. In short, everything flows from authentic human connection. Without connection, how can you expect people to engage in candid communication, achieve clarity, seek collaboration, and be compelled to contribute? High connection is the gateway to sustainable competitive advantage.
Connection = Trust = Performance. All the empirical data - and your own personal experiences - show that trust is foundational to high-performing teams. Several leaders saw this play out, even in tough times. The teams that have connection win, no matter the headwinds.
“Connection before content.” Underpinning many of the points made was perhaps the simplest action we can take to build trust - talk to each other, about each other, not just the work. Consider this: Most teams have the “wrap party” when the projects ends. Why not have it at the beginning, so connection can happen before we get into the trenches together?
The Super Chicken Experiment. Read about it here. Sticking high performers together doesn’t always have the intended effect. Competition undermines collaboration. Get them talking and connecting with a question: “What shaped you as a leader?”
“Stay in your lane”. One of the biggest barriers to connection is a “turf war” mentality. Turns out, it may not be the tech or the product or the process that’s broken. What’s holding you back is likely a people problem. The prescription may be as simple as more connection, rather than an expensive platform license or a disruptive re-org.
"Humans are more important than hardware." Practicing your creed and celebrating your traditions can be vehicles for connection. Celebrate these shared interests.
"How do you treat the front line?" Values and mission statements aren’t just words on a poster. They’re only valuable when lived out - when seen, not just read. Culture is what people do when no one is looking.
Compensation drives behavior. If teams are rewarded and incentivized to achieve success only in their own domain, but not together, don’t expect collaboration. Advocate for shared goals and transparency, even if “I don’t know” is the answer.
You have to be intentional. It’s true that trust can be given, not just earned. But it doesn’t just happen. As leaders we must be more intentional about connecting on a one-to-one level, especially in remote environments. Make the time, and make it valuable.
Must Read: The Four Agreements by don Miguel Ruiz. An inspiring book for leaders, and life.
If you're interested in joining our next executive roundtable, please email us at hello@localindustries.com.
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