Have you ever heard of insularity? I think it is an important concept to understand when it comes to rebuilding trust with consumers.
In short, insularity is the tendency to withdraw into our own spaces—to become isolated or disconnected. And that is precisely how the Edelman Trust Barometer describes today’s crisis of trust.
This year’s edition does more than confirm a decline in institutional credibility. It reveals a world increasingly shaped by small, closed circles—where trust is placed almost exclusively in those who share our ideas and values. The dominant mindset is no longer we, but me. As a result, doubt can prevail.
In fact, according to the Edelman report, 70% of respondents globally say they are “unwilling” or “hesitant” to trust people who think differently.
This data point not only deepens a concern I have previously raised, but also confirms its starting premise: Trust remains a critical asset whose rebuilding depends on the role companies choose to play.
However, the context is now more challenging. While the previous focus was on taking responsibility, governance and transparency, these same tasks must now be carried out in an environment where the willingness to trust those who think differently is declining—putting pressure on the very foundations of trust.
Insularity limits who we trust and how we act.
I think this is not only about declining trust. It reflects a narrower view of the world: stronger biases, less diversity of thought, cultural rigidity and less dialogue. In a context marked by geopolitical tensions and rapid technological advances, the ability to collaborate becomes even more critical. And that is precisely the capacity that insularity weakens.
However, the Barometer also provides a key insight: The highest level of trust today is placed in “my employer” and in businesses. While trust in other institutions has eroded, the workplace spaces where bridges seemingly can still be built.
I think this outlook helps redefine the role of the business sector, particularly the scope of corporate governance. Companies can no longer assume they are neutral actors or limit their contribution to economic performance alone. Society now demands clarity of purpose, coherence and the ability to manage internal tensions. Well-governed companies have shown they can drive meaningful change.
Therefore, I don’t see restoring trust as a communication exercise or a tactical adjustment but a structural governance challenge. It requires strategic design and leadership capable of sustaining constructive disagreement.
Below are six concrete steps companies can take to play an active role in rebuilding trust.
1. Measure and make governance visible.
What is not measured cannot be managed. Trust requires evidence. Therefore, consistently measure key aspects of your governance: how the board operates, how decisions are made, how risks are managed and how internal culture is experienced.
Simple indicators, external evaluations and clear oversight mechanisms to demonstrate progress, correct deviations and reduce perceptions of arbitrariness.
2. Align incentives.
An organization’s true culture is defined by what it rewards. If incentives are focused exclusively on short-term financial results—and lack meaningful accountability beyond achieving targets—trust will remain fragile. Therefore, look to integrate ethics, compliance, sustainability and risk management into your compensation structures and performance evaluations.
For example, a bonus structure could reward teams for reducing environmental impact, improving safety protocols or successfully navigating regulatory audits. These are all longer-term wins that can be customized based on your organization’s stated principles.
3. Increase transparency to reduce uncertainty.
Trust can especially erode when information is incomplete, delayed or selectively disclosed. To move toward greater transparency, you can explain complex decisions, clarify key risks, acknowledge mistakes and communicate processes (not just outcomes). I’ve found that well-designed transparency reduces speculation. This, in turn, can help improve perceptions of fairness and strengthen psychological safety within teams.
4. Build shared identity and culture.
As the Barometer itself suggests, the goal is not to change people, but to create a common framework that unites them. A strong organizational culture defines purpose, values and clear standards of behavior.
When there is a sense of belonging and shared mission, differences tend to stop fragmenting organizations. Culture becomes the first line of defense against external distrust.
For example, in my company we ran a “hot cause” exercise, where each person shared what drives them, what frustrates them and how they believe they can contribute to a given issue. Not everyone gave the same answers. It wasn’t a solutions meeting, but rather a space to listen genuinely and work toward solutions together.
5. Promote diversity of perspectives.
Insularity is overcome by exposure to difference. Teams diverse in experience, education, gender, age and thinking styles can identify risks others might overlook. The objective is not to homogenize views or change how others fundamentally think, but to create constructive contrast that can help broaden strategic analysis.
The earlier outlined “hot cause” exercise created space to surface different perspectives in an environment where people were not afraid of being judged or penalized, and where dissent was accepted—even valued. In this way, diversity becomes a real practice that enriches the collective perspective and improves the quality of decisions.
6. Invest in continuous training.
If companies fail to address distrust and insularity, internal differences can erode productivity and weaken leadership. Therefore, you want to train your teams in areas like applied ethics, dilemma management, corporate integrity and behavioral risk prevention. Strengthening employees’ ability to detect early warning signals, recognize gray areas and act according to clear principles reduces vulnerabilities and reinforces organizational trust.
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Today, “my employer” is the institution that commands the highest levels of trust. Building bridges in a context of insularity is no longer an optional skill.
That is why strong leadership matters more than ever. Those who lead organizations are responsible not only for commercial performance, but also for building a culture where differences strengthen rather than divide. It is up to you to help create a shared space of identity and purpose so that employees feel trust, belonging and meaning in what they do.
By Susana Sierra
Published in Forbes Business Council
