Without trust, an organization does not thrive
There are at least three different dimensions of trust in the organizational environment. “Trust in abilities” (believing that colleagues or leaders have the competence needed to fulfill their responsibilities effectively), “interpersonal trust” (the belief that people will act honestly and respectfully, without hiding information or deceiving others) and “organizational trust” (the trust employees place in the company's strategic direction, in managers' decisions and in the organizational culture).
When trust breaks down, the consequences can be devastating. A lack of “trust in abilities” undermines the credibility of leaders and colleagues, generating insecurity, micromanagement and low efficiency. The absence of “interpersonal trust” creates a climate of hostility and fragmented communication, making collaboration harder and increasing conflict. A breach of “organizational trust”, in turn, leads employees to disconnect from the company's vision and values, resulting in greater resistance to change and higher turnover.
This is a topic in the spotlight, which has been the focus of research and discussion among academics, scholars and management practitioners around the world. To get an idea of the scale of the problem, a recent study by the consulting firm Gartner, which interviewed more than 500 Human Resources leaders in 40 countries, revealed that "50% of employees do not trust their managers' ability to lead the team to success over the next two years”. Even considering robust skills development programs, new tools and technologies, little progress has been made on this front.
To deal with these challenges, lean management can inspire us with principles and tools that help rebuild and strengthen trust in the three dimensions mentioned above. “Trust in abilities” can be reinforced through standardized work for carrying out activities, the scientific logic of problem solving through PDCA and “Daily Management” to ensure that everyday actions are aligned with the organization's strategic objectives.
Continuous training, based on hands-on learning and on actions such as “gemba walks”, for example, helps develop competencies consistently, fostering confidence and eliminating the need for micromanagement. In addition, Value Stream Mapping (VSM) can help identify bottlenecks and ensure that the right people are focused on the right tasks, ensuring efficiency and quality.
“Interpersonal trust”, for its part, benefits from a culture of transparency and respect. Specific techniques such as “kanban” make tasks and progress visible, strengthening collaboration and eliminating doubts and uncertainty. Daily meetings and short feedback cycles encourage an honest exchange of information, while valuing respect for people creates a safer and more harmonious work environment, where mistakes are treated as learning opportunities, not as grounds for punishment.
“Organizational trust”, meanwhile, is sustained by decision-making practices based on facts and data and by clarity in strategic direction. The use of techniques such as “hoshin kanri” ensures that the company's vision and values are aligned with day-to-day actions, strengthening the connection between employees and the organization. In addition, leadership style plays a central role.
Authoritarian or distant leaders often undermine trust, creating an environment of uncertainty and disconnection. On the other hand, leaders who adopt a participative and collaborative style foster greater enthusiasm and alignment. The lean way sees the leader as a facilitator and mentor, responsible for supporting teams, removing obstacles and ensuring that everyone understands and shares the organizational vision.
Without trust, an organization does not thrive. It is the foundation for collaboration, high performance and innovation, while its absence generates insecurity, conflict and disconnection. Building trust requires transparency, respect and clarity in strategic direction, as well as participative leadership aligned with organizational values. An environment like this inspires genuine connections between teams, promotes the open exchange of information and reinforces the sense of purpose, consolidating trust as an essential pillar for sustainable success.
And you, have you ever reflected on how trust is cultivated in your workplace? What practices, behaviors or decisions are strengthening — or weakening — this essential pillar in your organization? Building trust takes more than good intentions; it requires consistent action, alignment and inspiring leadership. What steps will you take today to turn trust into a lasting competitive advantage?
