Trust takes time to build but can be lost quickly. Several quotes illustrate how trust is built on integrity and honesty but once lost is difficult to regain. A document discusses how trust in organizations like local governments has declined due to cuts, changes to pensions, pay freezes and uncertainty. Research shows trust is vital for advocacy, wellbeing, commitment and engagement and relies on dialogue and accountability. Case studies show the importance of honesty, vision, values and behaviors that match in rebuilding trust.

1. Trust enters on foot – but
leaves on horseback
Nita Clarke, Director IPA
Co-chair Engage for Success
Task Force

2. They say…
“Men trust their ears less than their
eyes”
Herodotus
“Trust men and they will be true to
you; treat them greatly and they will
show themselves great.”
Ralph Waldo Emerson

3. “It takes 20 year to build a reputation
and five minutes to ruin it.”
Warren Buffet
“The glue that holds all relationships
together -- including the relationship
between the leader and the led --is
trust, and trust is based on integrity.”
Brian Tracy

4. Once bitten…
Fool me once, shame on you; fool
me twice, shame on me. Proverb
“I’m not upset that you lied to me.
I’m upset that from now on I can’t
believe you.”
Friedrich Nietzsche

5. It’s good for you
“It is impossible to go through life
without trust: That is to be imprisoned
in the worst cell of all, oneself.”
Graham Greene

6. It’s a new world
Death of deference
Collapse of trust – six out of ten don’t trust their
bosses
Lower trust in senior managers in public sector
than private
More public sector employees believe their
organisations are low trust than private
Trust has to be earned – it’s not automatic
Often leaders believe trust is present when it
isn’t

7. Context
Unprecedented pressure on Local Govt:
– Cuts of c. 25% in 4 years whilst demand
increases
– Front-loaded, hitting poorer areas hardest
– Uncertainty over future
Workforce ‘trust issues’:
– Changes to pensions
– Prolonged pay freeze/restraint
– Unease over commissioning out and service
re-design
– Equal pay challenges

8. Key enabler 4: integrity
There is organisational integrity – the values on the wall are
reflected in day to day behaviours. Integrity is not a conditional
word. It doesn't blow in the wind or change with the weather
These expected behaviours are
explicit and bought into by staff
Keep it real – staff see through
corporate spin quicker than
customers or the public
Integrity enables trust: no
engagement without trust
8

9. We know that trust is vital for …
advocacy
wellbeing
commitment
engagement – which impacts on resident
satisfaction (OCR)
It’s a mutual thing
It relies on dialogue

10. CIPD research on trust
Trust in each other
Trust in leaders who are accountable
Trust in the organisation and its
purpose
Trust in direct line manager
Veronica Hope Hailey and others

11. CIPD research on trust
Create a trust fund – multiplicity of
established trust relationships
Manage with honestly and integrity
Kill spin
Re-engage with local line managers
Re-position the employment
relationship

12. After the cuts…
‘Before that happened I had 100 per cent
trust in this organisation and I’ve
completely trusted them that my best
interests (as long as they weren’t totally
conflicting with the department’s best
interests) were sort of OK. And since then I
think I’m finding it really hard to trust them
now that they won’t do something like that
again. It’s really hard.’

13. Not me gov!
Councils managing painful cuts well
Low levels of industrial dispute – no
‘Winter of Discontent II’
Have managed changed and protected
trust
– Cuts demanded by central govt -
distancing
– Want to do best to preserve services and
protect staff
But – lots more still to come…

14. Sunderland City Council
Honestly share the reality
Clear vision and values – and
behaviours that match
75 per cent believe council has high
integrity (14 per cent neutral)
72 per cent trust senior managers (13
per cent neutral)

15. The key factors…
Humility and respect
Listen and learn from front line – you said,
we did
Put things right
We’re all in this together
Engagement key – with all stakeholders
including trade unions