Trust is on the job: How leaders generate confidence in uncertain times

There was a time when not having enough information made people unsure of the world around them. Today, the opposite is true. We have access to more information than ever, and as a result, many people are feeling more uncertain about what to think, believe and trust. As the noise created by our unending news cycle grows louder around us, many are turning inward to their immediate circles for validation and assurance. Surprisingly (or perhaps not), workplaces have become one of those most trusted circles for many people. 

According to the 2026 Edelman Trust Barometer, 78% of people said their employer is their most trusted institution — more than other companies in their industry, the government, organized religion and other institutions at large. This shows that business leaders have something valuable that other sources of information are lacking: Proximity. Employees know the people they work with. They can ask follow-up questions and see whether words line up with actions over time. Now more than ever, leaders have a real opportunity and responsibility to be a steady source of information, context and confidence for their teams. 

Here are some key communication habits leaders can establish that will help anchor and rally teams in moments of change and uncertainty. 

Establish a regular rhythm of communication 

Consistent communications help employees understand where to look for information and when they can expect to hear more. Regularly scheduled touchpoints — like newsletters, all-staff meetings, manager check-ins and emails from leadership — help ground teams in the same facts, assures them that leadership is on top of things, and makes them feel invested and involved in your organization’s plan. 

Be honest with your team as things are happening 

Employees understand that some situations take time to sort through. They trust leaders who are honest about this reality as they navigate changing situations. Leaders aren’t expected to have all the answers. But not addressing situations can look like avoidance, or being out of touch — or worse, like there’s something to hide. Honest, forward-looking communication that acknowledges the moment is both practical and reassuring, increasing trust and loyalty among team members.  

Build an information-sharing ladder 

The order in which information is shared matters. Managers and supervisors are often the first people employees turn to. They need time to understand the situation, key takeaways and ask their own questions so they can feel prepared before responding to and guiding others. Clear points of contact, agreed-upon processes and regular check-ins make it easier for managers to communicate with confidence. 

Create spaces for questions and discussion 

Scheduled moments for conversation are important. One-on-ones, team meetings, manager check-ins and recurring level-setting conversations give people a place to pause, ask for clarity and connect their work to shared goals. These moments help employees feel included in the direction of the organization rather than simply informed after decisions have been made. 

That inclusion is where buy-in starts. When people understand the goals and have room to ask how their work fits into them, they are more likely to take ownership of the path forward. Over time, shared accountability is what helps build trust. 

Lead with humanity  

As our founding president, Bob Goff, used to say: “People like working with people they like.” And to that point, people trust people they know. Teams gravitate towards leaders who communicate clearly, but they also want them to show up as people. That could look like checking in on someone who seems overwhelmed or taking the time to understand what is happening beyond a project deadline or goal. It could also be as simple as following up on a previous conversation, remembering a family milestone or connecting over a shared interest. The small moments matter. Making time to listen, being present and showing genuine interest in your colleagues as people can shape how they experience and look to leadership. 

In the workplace, “no news is good news” doesn’t often apply. Especially in this moment, when everyone is sorting through uncertainty in so many other parts of their lives, leaders have an opportunity to make work one of the places where they feel informed, included and confident in the path ahead. As Goff celebrates 60 years this year, we’re excited to continue our legacy of being here for leaders who want to take a closer look at how trust is being built inside their own organizations.