Closing the Workplace Trust Gap: Reflections from Leadership

Across Australia, employees are working harder than ever, but many feel they’re getting less in return. As someone who has spent years in senior leadership, and observing it, I’ve not only observed these issues—I’ve lived them. They raise important questions about how we lead, how we communicate, and how we build trust in the workplace.

The Hours We Work vs. The Hours We’re Paid For

It’s not uncommon for staff contracted for 38/40 hours a week to end up working closer to 50. I’ve been there myself. Over time, those extra hours add up to months of unpaid work, eating into health, family time, and wellbeing. While short bursts of extra effort are sometimes unavoidable, when it becomes the norm it signals a systemic problem—one that leads to burnout and resentment.

When Words and Actions Don’t Align

One of the quickest ways to lose trust is to promise involvement and then fail to deliver it. I’ve seen first hand when staff have been told they would be included in selection processes or decision-making, only to discover that the outcomes were already determined. As a leader/manager, I know this erodes confidence not just in the process but in leadership itself. Trust is built on consistency between words and actions.

The Challenge of Accurate Reporting

Accountability is vital, but it must be fair and transparent. I remember being told a project I was responsible for had gone “over budget” because contingency wasn’t included in reporting—even though there was clear evidence it was part of the approved plan. The Australian Institute of Project Management (amongst other references) makes it clear that contingency is an essential element of project cost planning and should be reported transparently. When numbers are misrepresented, it undermines credibility and damages trust on many levels.

Profit Without Reward

Another challenge I’ve faced is reconciling profit announcements with the absence of staff bonuses/benefits. When you see consecutive years of profit, yet not enough to reward employees—while at the same time asking them to give more. It’s a message that feels one-sided: sacrifice is expected, but recognition is optional. Over time, this undermines motivation and loyalty especially when shareholders and senior staff are benefitting.

Recognition That Requires Pushing

Perhaps one of the most disappointing realities I’ve seen over and over is when effort goes unnoticed unless someone pushes for it. Recognition should not be an afterthought; it should be embedded in culture. Research consistently shows that authentic appreciation is one of the strongest drivers of engagement, yet in practice it is often overlooked.

Trust Is a Two-Way Street

The issue of trust cuts both ways. I’ve seen leaders express doubts about staff’s reliability, yet those same leaders forget commitments even after multiple reminders (in writing and in person). For me, this has been one of the most frustrating dynamics: trust cannot be demanded from employees if it is not modelled consistently from the top.

Where We Go from Here

These experiences have, in part, shaped my perspective on leadership/management. The workplace trust gap will only close if leaders and managers commit to:

• Honouring promises and following through.

• Reporting facts with integrity and context.

• Respecting boundaries.

• Sharing rewards fairly when the business succeeds.

• Recognising contributions proactively and authentically.

• Demonstrating trust before demanding it.

At its core, leadership is about consistency and respect. Employees want to give their best—they just need to believe that leadership is willing to give theirs in return.