The State of Trust at Work By Dr. Rob McKenna

Key Findings from The State of Trust Research

If I trust you and you trust me, anything is possible. We have understood far too little about trust to build it in real ways that bring about a meaningful difference—a difference we can feel from deep within us and in every exchange between us. When trust is high, our systems and relationships sing, and when trust is low, every interaction becomes a struggle.

The State of Trust

Our research on trust published in our State of Trust at Work Report is based on the results of thousands of leaders, employees and organizations who have taken our WiLD Trust Index to understand where trust is highest and lowest in their organizations – and that research has revealed some disturbing and astonishing results, but also a strategic path forward toward the realization of our most profound need, as leaders, as teams, and as organizations.

HIghlight Findings

• Many are living in a jungle of distrust, with lower trust in team members, their organizations, and leaders. Nearly half of all employees experience a daily reality of distrust, living in a jungle of distrust.  
• Many of us struggle; in fact, 74% of employees experience issues regarding trust, where they either feel distrust in their team members or distrust in their organization, or both. 
• Conflict is an issue – One of the most critical areas where teams experience difficulty regarding trust is in their capacity to deal with conflict and remain composed in high-pressure moments. And at the same time, our ability to compose ourselves and remain self-differentiated in those moments is also one of the top drivers of trust within teams.
• Conflict is challenging for most of us, but through investing in developing our composure, conflict can transition from a burden to a necessity. 

While trust begins within us through a deepening awareness of aspects such as our competence, purpose, need for support, and motivations, it becomes impossible to ignore when we consider the dynamics between us, especially within our teams. 

Trust is Dynamic

Far too often, we assume that trust is something we either have or don’t have, that it’s something that is built or broken forever. Or that trust is common across our entire organization, but our research in the State of Trust at Work Report has made it clear that this is not true.

• In organizations that operate within the stronghold of trust, characterized by a high degree of confidence in their leaders, organization, and team members, 41% of them are functioning within a jungle of trust, where trust at those levels is lower. The implications of this are essential because we assume that trust is ubiquitous – that if it exists somewhere, it exists everywhere. 

Pockets of Challenge

Even the most trusted organizations have pockets of challenge. Three out of four people in organizations face some trust challenge, whether it is with their team, leaders, or the organization itself. There is a great deal that we’ve learned that contradicts the narrative we often hear. 

• When it comes to differences across our lifespan, many of us assume that our youngest employees and leaders begin their journey with a sense of distrust. Our research revealed a surprising finding: that individuals in their 20s tend to have a higher level of trust in their team members and organizations, but this trust level decreases as they enter their 30s. 

It makes sense. It may be because we come in with a high level of aspiration for what our jobs will look like,  but within a matter of years, we realize that we have work to do within ourselves and with others if we are going to build and sustain trust. Then, something starts to improve as we enter our later years of life.

The Research is Clear

Trust is one of our most essential resources, and a lack of it is having a profound impact on our performance, well-being, and ability to build and make progress together. 

But there is a massive misconception about trust for most of us. Many of us view trust as a feeling, as something we either possess or lack. But it’s not just a feeling. Trust has a chemistry. When we begin to understand chemistry, we can measure it, identify areas where we need to work, and reinforce the strengths that already exist within us, between us, and around us.  

Rooted in Belief

Trust is defined as your belief in my integrity, in my ability, in my reliability, and my strength, and most importantly, that I’ll be truthful with you if any of those things are missing – and my belief in the same in you. In other words, I’ll do what you’re asking me to do; I can do it, I’ll do it consistently, and I’ll do it well. And that is what we’ll tell each other: the truth, if any of those things are missing. Distrust thrives in the shadows. In fact, within our teams, our research indicates that our capacity to tell the truth to each other, to be reliable, and to perform at our jobs are key drivers of trust between us. 

Understanding Chemistry

If trust has a chemistry, then we can begin to build it intentionally. According to everything we’ve studied across diverse organizational contexts, from nonprofits to for-profit organizations, from tech firms to healthcare, and from trade organizations to corporations, trust is the key. 

When you have a chance to read our State of Trust at Work Report, you are going to discover something else. There are drivers of trust that form the foundations upon which trust is built, enabling us not only to move ourselves and our organizations from jungles to strongholds in the moment but also to sustain trust over time. 

Key Drivers

Here are the key drivers revealed in the research:

1. At the personal level, self-differentiation, self-awareness, and meaningful productivity are the keys. Knowing myself and getting the job done makes a huge difference.
2. At the team level, performance, honesty, and reliability can make all the difference in the world. When we work together, are consistent, and truthful, it’s a game-changer.
3. At the organizational level, the emotional maturity of our leaders, our fundamental trust in them, and the missional alignment between every person and their organization are the most powerful drivers. The character of our leaders matters – as does that line of sight between every person’s work and the mission of their organization. 

The Interconnections

And finally, there is an undeniable connection between trust at the personal, team, and organizational levels. In fact. 76% of employees in the Jungle of Trust—where team and organizational trust are low—have significant developmental challenges at the personal level. Conversely, 79% of employees in the Stronghold of Trust—where both team and organizational trust are high—feel competent, supported, purposeful, and on track. The implication – personal trust is not just an individual issue—it has a direct and profound impact on workplace culture. 

We can measure trust, and what we measure, we can transform – for our own sake, and most importantly, for the sake of every person within our influence. Let’s do that together – make an intentional and whole investment in building trust in our leaders, teams, and entire organizations for the long haul. 

You can now download a copy of The State of Trust at Work Report.

####

Dr. Rob McKenna is the CEO and Founder of WiLD Leaders, Inc.  Named one of the top 30 I-O Psychologists alive today, Dr. McKenna is passionate about developing whole leaders, increasing performance and well-being, and creating whole and sustaining trust.

Mark your calendar – It’s Happening September 1 – October 31, 2025!