Trust in the Workplace, Part 1 - Navigating Trust, Presence and Personal Responsibility in the Workplace

In the complex world of business analysis, particularly in large corporate change projects, the dynamics of trust, self-awareness, and personal responsibility take center stage. As business analysts, we navigate environments that often prioritize reputation to facilitate career progression and financial security over genuine connection. This can lead to unhealthy work cultures where individuals feel trapped, fearful of taking risks that would benefit their well-being in the long term. The concept of trust, both in ourselves and others, becomes critical in these settings—but how do we cultivate it amidst such challenges?

The Role of Presence and Self-Awareness

My recent conversations with fellow business analyst Eirik Netland have sparked deeper reflections on these themes. One of the points Eirik raised is the distinction between Presence and self-awareness in relation to trust. There's growing interest in the mind-body connection and practices aimed at fostering Presence, an "inner skill" that helps individuals become more attuned to their thoughts, emotions, and environment. While Presence can enhance trust-building by fostering authenticity, Eirik's experience challenges the assumption that self awareness is strictly necessary to be trustworthy. He’s seen individuals who, despite lacking self-awareness, are still deemed trustworthy by others. This raises the question: how essential is self-awareness in establishing trust?

Eirik’s comment highlights that, while developing self-awareness and Presence can improve interpersonal relationships and trust over time, personal responsibility is the key driver. It’s not enough to simply be aware of one's behaviors or emotions—what matters is how we respond to that awareness. This distinction has resonated with me as I reflect on my own journey, particularly in the context of addressing deeply rooted challenges such as self-esteem.

In my experience, self-awareness has been crucial in identifying limiting beliefs and behaviors. However, personal responsibility—the conscious choice to take action and work through these issues—has been the engine for real change.

This comes from a strong desire for change. This can originate from many different sources from a bad work experience; a desire for work that is more fulfilling; or a decision to make a more direct positive contribution to the world.

This echoes Eirik’s point: self-awareness alone can fall short if not paired with responsibility and action. The same is true for building trust. Trust is not a passive quality; it requires ongoing, active engagement with ourselves and others.

Taking Personal Responsibility for Change

When discussing trust, the focus is often on others trusting us. This is understandable, especially in professional settings where reputations matter. However, a more sustainable approach starts with trusting ourselves. This inner trust forms the foundation for personal growth and resilience in environments where external validation is unreliable. Note: the seeking of external validation (sometimes arising as ‘people pleasing’ indicates a lack of self-belief and is usually driven by fear).

By taking responsibility for our actions and behaviors, particularly those that are not serving us, we regain a sense of agency over our professional and personal lives.

But how do we actually take responsibility for overcoming unhelpful behaviors? In my experience, the first step is awareness—identifying when fear, self-doubt, or past experiences are driving current behaviors. From there, responsibility requires consistent effort, whether through seeking support, cultivating new habits, or rethinking the stories we tell ourselves about success and security. It’s this blend of introspection and action that allows us to navigate fear and take calculated risks, leading to more fulfilling work and relationships.

The key is in developing a presence-based, reflective, action-oriented practice (or practices) that grow this capability.

(It is difficult to develop a set practices that work for you if this is brand new to you. This is why I included the Blackbelt Flow Practices in my forthcoming book - Grow Your Own Guru.)

Trusting Yourself and Others in Hierarchical Work Structures

In traditional, hierarchical corporate structures, where competition and reputation management often prevail, many of us find ourselves struggling to establish genuine trust. These environments can be mechanistic and dehumanizing, focusing more on appearances. As a result, individuals—especially those with early experiences of low self-esteem—may become victims of these systems, trapped in patterns of fear-driven behavior.

Ironically, more collaborative, trust-based, psychologically safe organisations perform much better (research from CIPD)

For business analysts working in such environments, it’s vital to recognize that the struggle to establish trust is not a personal failure. Rather, it is a product of a work culture that prioritizes reputation over collaboration. Developing resilience and trust in oneself can provide a buffer against these pressures, enabling us to navigate professional challenges with more confidence and emotional stability.

The Power of a Trusted Network

One of the recurring themes in my discussions with other business analysts is the importance of having a trusted personal network. When working as a contractor, having a circle of colleagues you trust and can confidently recommend for roles is invaluable. This network not only provides practical support in securing new contracts but also serves as a community where trust and reciprocity thrive. In a system that can often feel isolating, fostering such connections becomes an act of personal responsibility—one that strengthens both professional opportunities and emotional well-being.

Conclusion

Navigating the balance between trust, personal responsibility, and self-awareness is no small feat, especially in corporate environments that often prioritize mechanistic productivity over human well-being. However, by cultivating trust in ourselves, taking responsibility for unhelpful behaviors, and surrounding ourselves with a trusted network, we can foster resilience and personal growth. This is not a matter of "playing the game" to fit into a toxic culture but rather stepping outside of it to create conditions where trust and authenticity can flourish.

In the end, the journey of self-awareness, Presence, and personal responsibility is not just about enhancing our professional reputation. It’s about reclaiming our autonomy in systems that often undermine it and finding ways to thrive both personally and professionally. As we continue to explore these themes, the next question becomes: how can we foster trust in a world that so often seems to work against it? That, perhaps, is the conversation we need to have next.

This is the first of 4 articles. The other articles are:

Taking personal responsibility to overcome behaviours that aren't helpful (article on LinkedIn)

What can the natural world (ecosystems) teach us about the nature of trust?

Your proudest moment of your professional life

The last two are available on my book website - Grow Your Own Guru to be released in Spring 2025.

If you subscribe for free you will be given access to this article and the other paid content for a month.

I would like to thank Eirik Netland , Duncan Bremner , Barry Farnworth and Jerry Nicholas for taking the time to engage with conversations around this on LinkedIn, to influence my thinking and shape the content. The original article that started the exploration is The Skills that REALLY make the difference