Trust vs. Truth-Telling: Why They Aren’t Always the Same Thing

Last week I wrote a short piece on why we should see trust as one of the foundations of high-performing teams and businesses. But there’s a popular assumption that runs alongside that which I strongly disagree with: trust and truth-telling are the same thing. They aren't. Trust doesn’t always mean a commitment to absolute truth-telling. They’re linked, but Trust ≠ Truth-Telling.

1. Trust Isn’t Just About Being Truthful

To get into this, first we need to define what we mean by ‘trust’.?

Trust is our belief in the reliability, truth, or ability of someone or something - it’s the confidence we place in a person or process when we make them the nominal owner of something, and a measure of how far we believe we can rely on them. That trust can be an an individual level, or it can ratchet up to be applied at group and organisational (or even global) levels.???

From that definition, we can see that whilst truth-telling may be a factor in building trust, it’s our belief in someone or something, and it’s our belief in reliability and ability as well as our belief in truth; our trust that a person will make the right decision, has the right skills and abilities and competencies, our trust that a person can act effectively in these areas as well.?

Last week Jessica West (nee Cable) MCIPD shared with me Charles Green’s model, which I really like: the trust equation:

Trustworthiness = (Credibility + Reliability + Intimacy) / Self-orientation

Can you see truth-telling mentioned in there? No. Because whilst truth-telling will at times be critical to these factors, it isn’t a factor in and of itself. Because having truth-telling as a critical factor in building trustworthiness would actually damage our ability to build trust long-term. Let’s take an example: leaders are often tasked with making decisions based on incomplete information or sensitive data that they can’t fully disclose. Trust here is built not by sharing sensitive data and laying all the cards on the table (which would reduce confidence and lower individual’s perception of the leader’s credibility and capability), but by taking the best action with the information available, with the best interests of the wider group or organisation at heart.????

Trust can be built by being strategic with the truth, and making assessment on when transparency is necessary. Let’s dig deeper into when too much truth can be a bad thing.???

2. Too Much Truth Can Backfire: The Paradox of Honesty

While honesty is generally seen as a virtue, there are times when too much truth can do more harm than good. Imagine sharing every potential risk, doubt, or challenge with your team or stakeholders—especially when these are still uncertain or evolving. In many cases, this could lead to panic, demotivation, or unnecessary worry. Effective leaders know that sometimes, managing trust means balancing transparency with prudence. It’s about knowing what your people need to hear to stay engaged and focused, without overwhelming them with every detail - exercising the judgment that will build their belief in your credibility, and demonstrate your level of self-interest is low compared to your organisational interest and/or your interest in the individual wellbeing of your team’s/organisation’s members.

3. Context Matters: Truth-Telling Can Be Situational

Organisations are ecosystems with different dynamics at play. Sometimes, revealing the full truth can undermine trust. For example, during mergers, acquisitions, or restructurings, disclosing all details too early can lead to confusion, anxiety, chaos - and even break relevant legalities. In such situations, leaders may need to hold back certain truths to guide their teams through turbulent times. Trust is maintained not by full disclosure but by carefully managing information flow to protect morale and keep everyone moving in the right direction.

4. Trust Is Built on Reliability and Consistency, Not Just Truth

We’ve already established that trust is a multi-faceted concept that involves reliability, competence, and a lack of self-interest - not just straight-up honesty. People trust leaders who show up consistently, deliver results, and demonstrate competence—even if they’re not always entirely forthcoming. Consider a leader who skillfully navigates a crisis by maintaining calm and providing clear direction, even if that means withholding certain truths. This approach can build confidence and trust more effectively than complete candour - especially when the leader or manager takes the time retrospectively to share their thought process, increasing the level of intimacy between them and individuals. .

5. Truth Can Be Relative: Perspectives Shape Reality

This is key, and rooted in the difficulties of effective and consistent communication. Truth is often shaped by perception; what one person sees as the truth, another might view differently based on their experience, perspective, or position in an organisation. Leaders must navigate these subjective realities carefully. In many cases, managing trust is about aligning these diverse perceptions towards a common goal, rather than focusing on a singular “truth.” It’s about understanding that in some cases, truth in an organisation is often more about perspective and alignment than objective facts.

6. Trust Thrives on Empathy and Emotional Intelligence, Not Brutal Honesty

Building trust isn’t just about speaking the truth; it’s also about understanding the emotional landscape of your team and building intimacy with your team/organisation. We continually hear about the importance of displaying vulnerability to build a connection with team members, but without often having tangible examples - have a look at the end of point 4 above for how to use vulnerability as a leader to increase intimacy and connection, which in turn will help with understanding the emotional requirements of your people (as vulnerability is likely to be reciprocated)..??

Employees need to feel valued and understood, which sometimes requires cushioning difficult truths or presenting them in a way that considers their emotional impact. Empathy can build more trust than blunt honesty. Leaders who recognise this nuance can navigate sensitive issues more effectively and maintain trust even when the full truth isn’t disclosed.

7. Trust Can Involve Protecting People from the Full Truth

In some cases, leaders are trusted because they protect their people from unnecessary pain or anxiety. Consider how parents might not disclose every grim detail about a challenging situation to their children - but will share enough to help those children to navigate the situation and grow. Similarly, leaders might shield their teams from certain truths to maintain morale and focus and to provide a safe level of challenge. This isn’t about deception; it’s about understanding that trust involves helping people to feel safe, even when that means not revealing everything.

8. Navigating Trust in the Digital Age: The Case for Managing Information

In the digital age, where information is accessible and abundant, leaders are constantly challenged to balance openness with discretion. Employees want to feel informed but also expect their leaders to curate and manage the flow of information. Trust today often involves controlling the narrative to prevent misinformation, avoid overwhelm, and guide the organisation through complexity. It’s less about always telling the whole truth and more about shaping a truthful message that aligns with strategic goals.

Of course, I have not touched on the challenges presented by the use of artificial intelligence, deepfakes, conflicting information sources, and the abundance of contra-theories present in the early 21st century world - if anything, these situational factors increase the need to lean on the factors of credibility and reliability more than ever.

Final Thoughts: Trust Is About Leadership, Not Just Truth-Telling

At its core, trust is about confidence in leadership and the emotional connection we have to the person or organisation in which we place trust. It’s about believing that those in charge have the competence, wisdom, and strategic foresight to lead effectively—even when that means making tough decisions about what truths to share and when. In the real world, building trust isn’t about an unwavering commitment to truth-telling at all costs. It’s about managing the delicate balance between honesty, strategy, empathy, and discretion.

So, let’s rethink the narrative that trust and truth-telling are always synonymous. In practice, trust is more nuanced—an art of leading with integrity while skillfully navigating the complex landscape of information management.?

#Leadership #Culture #Strategy #PeopleStrategy #HRStrategy #EmployeeExperience #Trust #HR #StrategicCommunication #EmotionalIntelligence #OrganisationalCulture #CrisisManagement #LeadershipDevelopment #TruthAndTrust #InternalCommunication #InternalComms #EmployeeEngagement