Is my organisation truly built on a solid trust framework?

The Trust Framework: A Conversation on Governance and Standards

Riding the train back to Hornsby from the city, I glanced down the carriage and saw the usual scene, commuters glued to their phones, lost in digital worlds of their own making. But then, among the sea of screens, something unusual caught my eye: someone reading the Financial Review. And that someone looked familiar.

A double take confirmed it. I recognised him. A friend I hadn’t seen in just under a decade. As he looked up, recognition flickered in his eyes, and within moments, we were sitting together, catching up on lost time.

He now worked in Newcastle for a highly reputable organisation, one of the leading names in its field. As we talked, he shared his thoughts on his work, board responsibilities, and the challenges he faced daily. What struck me most was his emphasis on trust frameworks. A concept I instinctively understood but had never explored in such depth. He was fixated on it.

To me, trust is the foundation of everything in business. But as he explained, a trust framework is more than just an abstract principle. It’s a structured system that ensures an organisation operates with integrity. It encompasses policies, certifications, technical standards, legal compliance, infrastructure, and interoperability. In our discussion he highlighted it contained everything needed to uphold the organisation’s values and maintain credibility.

I suggested that a trust framework applies to all organisations, not just digital companies. He agreed and this was the basis of his focus. While the term is often associated with digital identity, cybersecurity, and data privacy, its core principles, accountability, transparency, governance, and ethical decision-making are fundamental to any business, non-profit, or government body. We laughed about how fortunate we were to have worked in companies that upheld strong operational standards and how it had shaped our view of executive management and leadership. But then, he posed an interesting question:

What does an organisation with the strongest trust framework actually look like?

From his perspective, a major challenge in governance was appointing effective non-executive directors (NEDs). The chairman of the board had asked him to review CV’s of potential candidates, as the board was preparing to replace underperforming members. It wasn’t a task he particularly enjoyed, but he felt honoured to be trusted with such a critical decision-making process.

As he sifted through applications and conducted preliminary interviews, he encountered a mix of candidates. Some who clearly understood the responsibilities of governance and others who seemed more drawn to the prestige of being on a high-profile board. A couple of applicants, in particular, stood out for the wrong reasons, showing excitement about the title rather than a deep appreciation for the work involved. He was adamant that this was not an opportunity for a comfortable ride. The organisation needed engaged, capable directors who could actively contribute, challenge ideas, and help drive the business forward.

Through our discussion, he reinforced a key belief: organisations must rigorously assess their leadership, ensuring executives and board members align with company values, demonstrate sound judgment, and avoid falling into the traps of groupthink or internal conflicts. A strong trust framework isn’t just about compliance, it’s about making governance decisions with accountability, transparency, and foresight.

I found this insight both obvious and surprising. I had always assumed that companies naturally maintained high standards as part of their operational DNA. But as my friend pointed out, this isn’t a given. Organisations must constantly re-evaluate their trust frameworks to keep pace with evolving legislation, societal expectations, and corporate governance standards.

Many board members, he noted, had undertaken formal training, such as the AICD board member course, and earned their qualifications. Some had a rich history of operational and customer-facing leadership experience and from his perspective, these individuals tended to bring more practical insights to governance. But credentials alone weren’t enough. His real question was:

How much trust could be placed in these directors to make the right decisions?

Governance required more than qualifications. It demanded independent thinking, a commitment to transparency, and a responsibility to both shareholders and executive teams.

As the conversation unfolded, I found myself reflecting on a bigger question:

How many organisations actively assess whether they’re living up to a well-defined trust framework?

On the surface, many probably assume they do. But is a lack of proper governance the reason so many businesses struggle, fail, or fall short of their potential? If a company lacks a clearly understood and valued set of standards, it risks misalignment, inefficiency, and even collapse.

If you’re a leader, General manager, CEO, Board member, or Chair, I challenge you to sit down at any given time and evaluate whether all the areas we’ve discussed are truly in check.

When I got home after the train ride, I scribbled down a rough audit, things you’d need to assess to ensure you’re meeting at least the minimum standards of a trust framework. This isn’t a definitive or exhaustive list, just my thoughts after an insightful conversation.

And that’s the great thing about a trust framework, it’s fluid. It’s shaped by your organisation’s mission, industry, products, and operational approach. But in my view, having a foundational framework to refer back to and to introduce to new people in the organisation, is critical to long-term success. It ensures that decisions consistently hit the mark or at least come close every time.

So why does this matter? Maybe it’s just aimless reflection after being deeply impressed by a highly successful friend. Or maybe it’s because I’ve seen firsthand how governance, or the lack of it can make or break an organisation. Boards and executives who fail to audit their own standards often find themselves blindsided by problems they should have seen coming. Groupthink, lack of transparency, and self-reinforcing narratives aren’t just weaknesses, they truly can be fatal to a business. Some may argue that external market forces are to blame for business struggles. But I’d challenge that view at times.

If a company has a solid trust framework in place, a clear set of standards guiding its decision-making, shouldn’t that provide the stability and resilience needed to navigate external challenges?

The best organisations don’t just assume they have good governance. They verify it. They audit it. They ensure it remains strong even as the world changes around them.

And that’s the difference between a company that thrives and one that falters.

So, ask yourself:

Is my organisation truly built on a solid trust framework?

And if you’re not sure, maybe it’s time to find out.

Thanks for reading.

PS. Want a copy of my trust framework audit list? Just shoot me your email, and I’ll send it over as an Excel spreadsheet or PDF, no strings attached, no marketing spam, and definitely no secret society recruitment. Your info stays safe, no funny business!