Who are the Traitors and Faithfuls in your Business

Lessons from Traitors: The High Stakes of Trust in Business

If you've watched the hit TV series Traitors, hosted by Claudia Winkleman, you’ll know it’s a masterclass in the complexities of trust and relationships. On the surface, it’s an entertaining game of deception, alliances and suspicion. Beneath that, though, it’s a brutally clear demonstration of what happens when trust is tested, broken or weaponised – ?some of the lessons resonate deeply in the world of business.

I have watched a couple of episodes from the sidelines, which has inspired this article or debate.

In Traitors, the group is split into two factions, the Faithfuls, who aim to work together to achieve their goal of unearthing the Traitors; and the Traitors, whose purpose is to manipulate, sabotage and metaphorically ‘murder’ the Faithfuls while hiding their true intentions and identity. This dynamic, although exaggerated for entertainment, feels uncomfortably familiar in the workplace. Every organisation has its Faithfuls—the people who are loyal, collaborative, and most usually aligned with the mission. They are the ones you can count on to deliver, uphold values and move the business forward. But every organisation also faces its share of Traitors—individuals who, intentionally or not, cause confusion, conflict and can undermine progress. These individuals may spread negativity, engage in office politics, Chinese whispers, misdirection or prioritise personal gain over team success.

Trust is the currency of any high-performing organization. When it’s healthy and strong, teams have a far greater opportunity to thrive. Collaboration, innovation and productivity are more likely to skyrocket. But when trust is fractured, the costs are enormous: conflict, wasted time and energy, poor morale, increased sick days, and ultimately, diminished results and reduced brand value. In Traitors, you see the chaos that mistrust creates. Accusations fly, alliances crumble, and people become paralysed by suspicion. Businesses cannot afford this kind of dysfunction. A lack of trust within teams or between leaders and employees erodes performance and damages relationships beyond repair, in some cases, resulting in court cases

A challenge for leaders is identifying the Faithfuls and the Traitors in their teams or wider organisation. This isn’t about finger-pointing or creating a witch hunt. It’s about understanding behaviours and intentions. Observing patterns is crucial. Leaders must ask themselves who consistently delivers? Who is dependable in a crisis? Conversely, who sows division or prioritises self-interest over team goals?

Listening actively to feedback from employees and stakeholders is another vital tool. Who builds others up and fosters collaboration? Who chips away at trust with subtle negativity or manipulative behaviours? Transparency is another cornerstone and Faithfuls are far more likely to thrive in environments where communication is open and honest. Traitors, on the other hand, often rely on ambiguity and hidden agendas to thrive.

In Traitors, redemption is rarely on the table. Once a Traitor, always a Traitor. In business, however, there is hope. Some individuals branded as Traitors are not malicious, but are disengaged, frustrated or feel undervalued. Leaders have an opportunity to dig deeper and understand the root causes of negative behaviour. Is it a lack of alignment, clarity, progression or recognition?

Rebuilding bridges through coaching, support, and opportunities to reintegrate these individuals can be transformative. Showing them how their contributions matter can reignite their sense of purpose. At the same time, leaders would do well to set clear boundaries. Toxic behaviours cannot be tolerated. Faithfuls need to see that their leaders are serious about protecting the culture and the team’s well-being.

What happens when conversion fails? For the purposes of this article, we advise leaders must be prepared to act. Toxicity is a cancer in any team. Failing to address it sends a message to the Faithfuls that disruption is tolerated over loyalty, that poor behaviours are in some way accepted. This is a surefire way to undermine, trust, confidence and respect, and lose your best people. Tough decisions are sometimes necessary to protect the greater good.

Building a culture of trust doesn’t happen by accident. It requires consistent actions, transparent communication and fairness, to name but a few. Leaders must lead with integrity. They set the tone for the organisation, and let’s remember leaders are the most watched population in the business, so be aware. If you want trust, you must demonstrate it. If you want accountability, you must model it. Protecting the Faithfuls is also essential, it pays to recognise and reward those who live the values and contribute positively to the mission. This contributes greatly to fostering a strong, loyal culture, and it goes a long way to ensuring that the Faithfuls do not bear the cost of others’ betrayal.

When it becomes clear that someone is undermining the team, leaders must act decisively. Protecting the team and the culture sometimes means making the difficult decision to remove individuals who are not aligned with the organisation’s goals. In Traitors, the cost of betrayal is clear: chaos, division and failure. In business, the stakes and impact are just are far higher. Trust is not a nice-to-have, it is non-negotiable. Without it, you don’t have a team, you have a ticking time bomb.

So, who are your Faithfuls? Who is helping build the future you’re striving for? And if you’ve got Traitors in your midst, are you ready to tackle the truth and take action? The health of your business depends on it.

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Whilst this article by me, PJ Stevens, is inspired by a TV Show that I have not watched in any great detail, the underlying message about Faithfuls and Traitors in business has a value, so lets explore it, and help to build better British businesses and business, for good.