Distrust. It is a dynamic I had rarely encountered in my own teams and collaborations — and yet suddenly it was there. Distrust toward our management team, both from the board of directors and from colleagues. The trigger? A new approach that did not have the desired effect. In recent months, I also saw similar tensions among clients: a board of directors acting increasingly controlling, departments retreating into themselves instead of facing external challenges together.
It prompted me to reflect. I spoke with colleagues and clients to better understand this dynamic and delved into the literature. An article in the Harvard Business Review offered me an interesting perspective: how can leaders restore trust when circumstances are uncertain and mistakes seem inevitable?
Uncertain times undermine certainties
Due to sudden political shifts, unclear regulations, and changing priorities, many organizations find themselves in unfamiliar territory. Traditional frames of reference no longer work. In such a context, misunderstandings arise more quickly and trust in leadership is put to the test. At the same time, stakeholders — boards of directors, teams, partners — still expect clarity. Even when it is not yet available at that moment.
The risk is that leadership itself becomes constrained. Internal discussions remain below the surface, external communication becomes more sparse, and departments retreat into their own logic. In this way, an organization loses not only cohesion, but also its credibility.
So what does help?
“A simple but powerful approach is to start strategic discussions with the question: Which of our values are at stake here?”
1. Recovery starts with consistency with values
A first lever is clear: decisions that stem from your organization’s core values create stability. In a polarized or tense climate, it is important that your choices remain recognizable within your organization’s ethical and cultural compass.
A simple but powerful approach is to start strategic discussions with the question: Which of our values are at stake here? Then explicitly anchor decisions in those values, including in the communication around them. It is not only what you decide that counts, but also why.
2. Show that you are learning and adjusting course
Instead of concealing uncertainty, strong leaders choose to make their learning process visible. Acknowledging mistakes or gaps is not a sign of weakness, but of resilience. By communicating openly about what you are learning and how you are adjusting course, you build trust in your agility as an organization.
3. Create space for tension and difference
Teams that make room for differences in vision build more trust in the long term than teams where tensions are suppressed. It takes courage not to avoid conflicts, but to consciously create space for them — in structured sessions or through regular consultation moments.
At the same time, it is important that, once decisions have been made, there is buy-in for their implementation. A shared principle can help with this: we may have robust discussions, but we implement decisions together.
4. Internal cohesion starts with leadership itself
Within executive teams, ideas, tempos, and personalities also clash. Especially in crisis situations, it is important to air these differences sufficiently internally, so that a unified line remains visible externally. Not to sweep tensions under the rug, but to provide clarity and stability to the wider organization.
A shared message after important decisions, supported by all leaders involved, prevents confusion and strengthens the leadership team as a whole.
5. Breaking down silos requires deliberate action
Uncertainty causes teams to quickly retreat to what is familiar. Departments then function as little islands. But precisely in complex times, collaboration between them is crucial. Consider shared project responsibilities across departments, or meetings in which a different department explains each time how a particular problem affects it.
This cross-pollination strengthens collective intelligence and helps preserve the broader perspective.
6. Transparency as a basis for trust
Finally: do not just impose decisions, but explain them. Provide context. Explain the decision-making process that preceded them, which options were on the table, and what remains uncertain. Even if people disagree with the outcome, this transparency creates understanding and trust in the intention.
Sentences such as "We do not yet know this with certainty, but for now we are choosing this direction because..." make the difference between an organization that appears decisive and one that truly communicates in a connecting way.
Leadership training in October
Our training is specially designed for senior leaders in non-profit and social-profit organizations. We deliberately focus on leaders of mission-driven organizations because we understand that they have unique challenges and needs. Together with like-minded leaders, you can share experiences, learn from one another, and inspire each other to bring out the best in yourself and your organization.
