For one week in January the normally quiet picturesque Swiss town of Davos becomes the backdrop to the annual meeting of the World Economic Forum, dominating the news as political and business leaders debate the state of the world. It’s also where the Edelman Trust Barometer is released.

A world turning inwards

The 2026 report paints the picture of a world increasingly turning inward with seven in 10 people globally now saying they are hesitant or unwilling to trust someone who differs from them. This rise in insularity marks a significant shift in how individuals relate to one another, and to the institutions around them.

My employer the most trusted institution

Edelman frames trust across two dimensions: competence (ability to get things done) and ethics (doing the right thing consistently).

“My employer” emerges as the most trusted institution globally with 78% of employees trusting its employer to do what’s right — 14 points higher than trust in business in general (64%) and 25 points higher than trust in government (53%).

But before we get too excited, it’s worth noting that this is more because of trust in most institutions has eroded. Still, with great trust comes great responsibility so as internal communicators we need to look at our role in building and maintaining trust.

Why trust matters

Organisations are living with constant, overlapping change, and in that context, trust really matters. Employees are rarely dealing with one initiative at a time. When trust is low, that accumulation leads to fatigue, scepticism and disengagement. But when trust is high, people are more likely to stay open and adapt.

The role of IC in shaping trust

Employers may be today’s most trusted institution, but that trust is fragile, conditional and must be earned continuously. The opportunity for internal communicators is clear: by grounding your work in listening, helping leaders communicate clearly and consistently, you can help your leaders build genuine connection and trust.

What actually builds trust?

There’s no campaign, no slogan and no cascade that can manufacture trust. Instead, trust accumulates when the basics are done well and done consistently. These are my five tips for building and maintaining trust in the workplace:

1. Embed listening into ways of working. Listening cannot live as a once-a-year exercise. When colleagues see their input shaping decisions they understand that the organisation is genuinely interested in their experiences.
2. Amplify employee voice through networks and peers. The Trust Barometer and employee surveys consistently show that “people like me” are among the most trusted sources of information. Think about how you are working with employee resource groups, communities of practice, and peer networks for testing ideas and surfacing concerns.
3. Focus on the quality — not quantity — of information. Employees notice when information is timely, relevant and useful. Embed a predictable cadence of meaningful updates within your plan.
4. Help leaders communicate honestly. Leaders do not need to have every answer — in fact, claiming to can backfire when situations change. What lands far better is grounded honesty: “Here’s what we know, here’s what we don’t yet know, and here’s how we’re making decisions.” This approach creates credibility without overpromising.
5. Close the loop every time. Few things erode trust faster than gathering input and then going silent. Closing the loop signals respect. It demonstrates that contributions matter, even if not every suggestion can be implemented. The “you said, we did (or we didn’t, and here’s why)” rhythm is the foundation of sustained trust.

None of this is new. And that’s the point. Trust isn’t built by reinventing how we communicate every year. It’s built by doing the right things, repeatedly, especially when the world outside the organisation grows more divided and uncertain.

You can read the Edelman Trust Barometer here