In every successful organisation, trust is the unseen force that holds teams together, enabling collaboration and driving progress. But when trust frays, the impact can ripple through the workplace, leading to disrupted workflows, diminished morale, and faltering productivity. Rebuilding trust is no small feat, but with thoughtful interventions and a commitment to collaboration, organisations can mend broken relationships and create an environment where trust thrives.
At Max Life Insurance, trust is more than just a word; it’s a strategic imperative. Shailesh Singh, chief people officer, Max Life Insurance, describes trust as a lubricant that reduces friction, making collaboration seamless. The company takes a proactive approach to fostering this essential value. Employee opinion surveys and 360-degree feedback tools provide insights into trust levels across teams. Leaders are evaluated on their ability to foster cooperation, ensuring trust isn’t left to chance but actively cultivated. These efforts underscore a core truth: trust is a measurable asset, directly tied to engagement and performance.
The benefits of trust become evident when teams excel. Managers who prioritise trust often lead more cohesive and productive teams, achieving higher engagement and superior outcomes. Yet trust issues often stem from deeper problems, as Ravi Kumar, CPO, Page Industries, points out. Sometimes, colleagues overcommit due to unclear expectations or an inability to judge their capacity. Personal challenges, burnout, or a lack of role clarity can also affect reliability. Recognising these root causes is critical to shifting the focus from blame to constructive solutions.
“I believe in solving a lot of issues through conversations. When people talk openly, differences can be addressed rationally.”
Shailesh Singh, chief people officer, Max Life Insurance
Sometimes, restoring trust requires going beyond formal processes to shared human experiences. Singh recounts a story of two senior leaders at odds with each other. Instead of resolving their differences through directives or interventions, they embarked on a journey of shared experiences—traveling together, dining together, and engaging with their teams. This approach transformed their contentious relationship into one built on mutual respect and understanding.
“By maintaining detailed daily schedules, individuals and teams gain visibility into their progress, instilling discipline and a collective sense of ownership.”
Sujiv Nair, G-CHRO, Resustainability
Such shared experiences are powerful tools for rebuilding trust. Informal gatherings, team-building exercises, and off-site meetings give individuals the space to connect on a personal level. Singh emphasises the role of open communication, saying, “I believe in solving a lot of issues through conversations. When people talk openly, differences can be addressed rationally.”
“Recognising these root causes is critical to shifting the focus from blame to constructive solutions.”
Ravi Kumar, CPO, Page Industries
At Resustainability, Sujiv Nair, G-CHRO, advocates for structured practices such as a 21-day timetable cycle to foster accountability. By maintaining detailed daily schedules, individuals and teams gain visibility into their progress, instilling discipline and a collective sense of ownership. This practice has proven transformative, creating a culture of shared accountability and improving team dynamics.
Values also serve as the foundation of trust. Organisations that consistently reflect on their core values, celebrate successes, and learn from failures reinforce positive behaviours across their teams. Nair highlights the importance of embracing a culture of “fail learning,” where mistakes are treated as opportunities for growth. This approach creates a psychologically safe space, encouraging employees to take risks without fear of blame.
Technology, too, plays a key role in bridging trust gaps. Internal collaboration platforms streamline communication, ensuring everyone has access to the same information and reducing misunderstandings. These tools create a unified workspace where progress is tracked and achievements are celebrated, fostering transparency and inclusivity.
The human resources function is pivotal in driving trust-building initiatives. HR practitioners can implement structured programs focused on accountability, transparency, and collaboration. Regular surveys and feedback mechanisms offer insights into team dynamics, while tracking the outcomes of these initiatives ensures progress is measurable and impactful.
Ultimately, trust is not just a feel-good factor—it’s a productivity multiplier. By understanding the underlying causes of unreliability, encouraging open communication, leveraging shared experiences, and embracing structured practices, organisations can rebuild and sustain trust. As Singh wisely concludes, “Trust isn’t just a sentiment—it’s the foundation for success.”
