How transparency, accountability and open dialogue strengthen trust in the workplace
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February is a month that celebrates relationships. While Valentine’s Day often takes the spotlight, relationships extend far beyond romance. They exist in families, workplaces and communities, shaping how people interact, collaborate and thrive.
Yet nowhere is trust more fragile than in the workplace, where team dynamics and workplace civility are constantly challenged. Employees must navigate complex professional relationships, where miscommunication, leadership missteps and unresolved conflicts can quickly erode trust.
As an instructor in a workplace civility course, I have found much of the dialogue revolves around trust, resentment and betrayal. These are not just abstract concepts—they shape daily workplace interactions. Employees feel slighted when credit is taken for their work. Leaders struggle with disengaged staff. Teams wrestle with unresolved conflict.
The challenge is figuring out how individuals and teams can rebuild trust while maintaining workplace civility.
 Trust is like glass: once broken, it won’t fix itself. Communication is the glue |
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When trust is broken, whether in professional or personal relationships, people often downplay or sidestep the breach. But trust, like glass, cannot be pieced back together just because we wish it could. Before healing can begin, the harm must be acknowledged.
This does not mean public shaming, but it does require an honest conversation. An employee repeatedly overlooked for promotions may begin to disengage. A leader who fails to provide transparency in decision-making may face skepticism. Acknowledging these breaches, rather than ignoring them, is the first step toward a healthier organizational culture.
Not all betrayals are intentional. Sometimes, they stem from miscommunication, stress or workplace pressures. A helpful practice is to ask: Was this an act of intent, or was it a product of necessity and circumstance?
A manager who fails to support a team member in a meeting may not have deliberately undermined their colleague but may have been caught up in their own priorities. Understanding the difference does not erase the impact, but it provides clarity on how to move forward. Conflict resolution in such cases depends on distinguishing deliberate actions from unintentional missteps.
Rebuilding trust requires more than just good intentions—it requires a clear plan. What needs to change? What assurances must be in place? If team relationships have been strained, what commitments can be made to ensure fairness? If leadership credibility has been compromised, how can transparency be restored?
One of the most effective repair strategies I have seen is structured check-ins, which are moments designed to re-establish trust and align team expectations. Trust is rebuilt when employees see that their concerns are heard and acted upon.
Not every breach of trust can—or should—be repaired. Some fractures reveal irreconcilable differences in values, priorities or long-term vision. If a colleague repeatedly disregards commitments, prioritizes self-interest over the team or operates in bad faith, reconciliation may not be possible.
A crucial question is whether rebuilding trust is realistic or if a strategic realignment is necessary. If the answer is no, the conversation shifts to accountability and managing workplace relationships moving forward. However, if there is a path forward, deliberate steps must be taken to restore cooperation and mutual respect.
Even when trust is restored, old wounds can linger. Workplace conflicts, leadership missteps and team betrayals leave a mark. However, dwelling on past grievances hinders progress.
A leader once told me, “Forgiveness is giving up the hope that the past could have been any different.” It is not about excusing behaviour but about freeing all parties from being weighed down by past conflicts.
The energy spent reliving old betrayals could be used to build something better. Employees are more engaged when they know their concerns will be addressed. In workplaces that foster psychological safety, difficult conversations are encouraged, and trust is nurtured, not taken for granted.
Trust will always be tested, whether in office politics, business negotiations or diplomatic relations. But here’s the good news: teams and communities that address betrayal with honesty, accountability and clear expectations emerge stronger. Leadership is not about avoiding fractures; it is about knowing how to repair them.
These same principles apply beyond the workplace. Imagine if national leaders and decision-makers engaged in restorative conversations about past betrayals. Imagine if diplomacy prioritized repairing relationships rather than deepening divisions.
Could the same strategies that rebuild workplace trust also heal larger societal divisions? Perhaps how we manage workplace civility is not just a lesson for the office; it is a lesson for the world.
Faith Wood is a professional speaker, author, and certified professional behaviour analyst. Before her career in speaking and writing, she served in law enforcement, which gave her a unique perspective on human behaviour and motivations. Faith is also known for her work as a novelist, with a focus on thrillers and suspense. Her background in law enforcement and understanding of human behaviour often play a significant role in her writing.
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