PEOPLE matters

Why trust matters

Terri Morrissey and Richard Plenty consider the importance of trust in the workplace.

Does trust matter when we work with others? This is the question we posed at an invited symposium in the International Association of Applied Psychology conference in Florence in July 2026.

Imagine a travelling world where you could rarely trust your baggage to arrive safely; or repeatedly missed your connections because the timetables were unreliable; or where security staff did not bother to turn up for work thus creating long queues.

We take it for granted that organisations will honour their commitments to us in most of our interactions with them. Mission critical organisations such as hospitals, transport, doctor’s surgeries, water and energy supplies are based on delivery expectations that all of us can rely on. They have systematic processes and procedures which help them to deliver consistently.

When these organisations run efficiently and smoothly, it is also because people working in them can be trusted to deliver on their promises.

There are unwritten codes in many cases which make all of these activities possible, and provide the key building blocks of an efficient and effective society.

In an organisational context, these constitute the psychological contract between employer and employee. This (often unwritten) set of mutual expectations drives high performance. Both organisations and employees can feel let down and disappointed if they feel their trust is misplaced, the contract is broken, or expectations are not met.

Trust which is based solely on contractual arrangements and legal agreements, and where financial or other forms of penalty are the only incentive for performing, are rarely sufficient for organisations seeking to deliver outstanding results.

This transactional approach can be inflexible and is rarely as effective in delivering truly high performance as relationship-based trust, where delivery is based on mutual understanding and fundamental principles on which the parties share and agree.

Relationship-based trust takes more effort and requires more time to build than transactional trust. It requires getting to know people, empathy, and appreciating each other’s perspectives to build strong bonds that are based on mutually agreed understanding.

Genuine trust is based on relationships built over time. Trust is built step by step and reviewed regularly. Delivering on the promise moves things forward. Credibility and likeability of the parties in the relationship can make a difference.

Consistency of approach – knowing where you stand and what you stand for – is key. It means being as honest and transparent as possible in our dealings with others. Trust, once lost, takes time to build back. But being able to say what we can’t commit to is as important as being able to say what we can commit to when circumstances change.

Being aware of our limitations and boundaries and being able to communicate them to others can set expectations in a realistic and achievable manner.

The effort is worth the investment. Over the longer term, high levels of trust make a difference to how well we work together, the quality of relationships and ultimately the quality of outcomes. It is important for maintaining commitment and flexibility through uncertain times.

And more importantly, it is a precious part of what we value in human relationships and continued social cohesion.

About the authors

Terri Morrissey and Dr Richard Plenty run ACI’s Human Resources training. They received a Presidential Citation from the American Psychological Association in June 2022 for their leadership in advancing global psychology. Contact them at info@thisis.eu

Arrivals and departures

Denver International Airport has named Dave LaPorte as its interim CEO following the retirement of Phil Washington. LaPorte, the airport’s chief operating officer, will officially take over on August 3.

Queenstown Airport has appointed experienced infrastructure and capital delivery leader Mike Simmers to the newly created role of chief of infrastructure. Airport CEO, Shane O’Hare, said the appointment is an important milestone for the organisation and reflects the company’s investment in its leadership.

Ferrovial Airports has appointed John Morton as its new CEO, effective from September 2026. He will succeed Luke Bugeja, who is retiring after more than five years in the role.

Shawn Streck will become the new airport director of the Sioux Gateway Airport/Brigadier General Bud Day Field in September.