Today I joined a panel discussion at the launch of the 2026 Acumen Edelman Trust Barometer, which reinforced something I strongly believe: trust does not just happen. It must be built deliberately.
One of the discussion points today was the finding that three-quarters of New Zealanders are hesitant to trust people with different values, beliefs or backgrounds. That is not just happening in the wider community; it is something leaders also need to think about in the workplace.
At a time when people are increasingly retreating into like-minded groups, workplaces remain one of the few places where people with different perspectives still need to work alongside one another. That is why the workplace plays such an important role. It is where culture is shaped, trust is built through everyday actions, and people unite behind a common goal.
For me, building trust starts with having a strong collective culture.
In my experience, when an organisation has a clear sense of purpose and a clear direction, people are more likely to align, trust can grow more easily, and teams are better equipped to work through differing views.
And while this does not mean everyone will always agree, it does mean there is a shared direction, and that matters. In any organisation, people are more likely to trust one another when they know what they are part of. At Eden Park, we have seen firsthand how a clear sense of purpose can bring people together, shape culture and create consistency over time.
From there, leadership is about consistency.
I often say to my team that strategy should be relentlessly boring. What I mean by that is trust is not built through one speech, one campaign or one decision. It is built through consistency. People need to know what to expect. They need to see that values are more than words, that leaders follow through, and that the organisation stays focused on its direction even when views differ. Over time, that consistency builds confidence, and confidence helps build trust.
Trust also depends on how leaders engage.
It is easy to spend time with people who already support your views and direction. The harder work is engaging with those who are neutral, sceptical or openly opposed. But that is often where the most important progress can be made.
People want to feel heard. That does not mean you always agree with them, and it does not mean you take sides, but it does mean taking the time to listen, understand their concerns and respond in a constructive way.
That is a big part of what social licence looks like in practice.
For any organisation with a public role, social licence is earned over time. It comes from engaging with stakeholders consistently, investing in relationships with businesses and communities, and demonstrating through actions that you understand your responsibilities.
Leaders also need to be careful not to add to division.
There is a real discipline in not taking a public position on every contentious issue. In my view, leadership is not about amplifying noise; it is about creating alignment, reinforcing shared purpose and helping people focus on what brings them together. In a workplace setting, that means promoting a culture where people can work well with others who may hold different views, while still pulling in the same direction.
That requires effort.
It means building teams with a mix of perspectives and values. It means investing in constructive dialogue and ensuring people are skilled to handle disagreement and conflict. It means demonstrating the behaviours you expect from others and setting the standard through best practice. And sometimes it means partnering with organisations that may not be obvious at first, but which can help create stronger outcomes and broader connections.
Storytelling matters as well.
When storytelling is authentic, it helps people understand why the work matters. It connects people to purpose. It helps turn strategy into something real. Good storytelling can also bring people together because it helps people see the bigger picture. It reminds them what they are part of and why it matters.
The same principle applies beyond the workplace. Trust is also strengthened when people feel connected to something bigger than themselves.
This is one of the reasons the experience economy is so important. Shared experiences still have a unique ability to bring people together. Whether it is through sport, music, culture or community events, these are the moments where people come together, step outside their usual routines and share something bigger than themselves. That matters because connection helps build trust, pride and belonging.
It is also why this matters for Auckland. If we want Auckland to be a place where people want to live, stay, play and work, then connection and trust have to be part of that. A great city is shaped not only by infrastructure and investment, but also by culture, experiences and the extent to which people feel connected to the place and to one another.
For leaders, the message from today’s discussion was clear. Trust needs to be built deliberately. Culture needs to be shaped with intent. Strategy needs to be consistent. And leaders need to lead. Because at a time when trust is under pressure, the workplace remains one of the most important places we have to strengthen it.
