Bridging the Gap
Trust, Culture, and Hybrid Work Dynamics

As organisations continue to adapt to new ways of working, one challenge consistently rises to the top of leadership agendas: trust. While technology has made hybrid work possible, it is trust that determines whether it succeeds.

This was the focus of Bridging the Gap: Trust, Culture and Hybrid Work Dynamics, our breakfast event held on 27 June in collaboration with BDO. The session brought together HR leaders, business professionals and people managers from a range of industries to explore one of the most important questions facing organisations today: How do we build and maintain trust in a workplace where employees are no longer together every day?

The morning was filled with practical discussion, fresh perspectives and honest conversations about the evolving relationship between employees and employers. As hybrid working becomes a permanent feature of many organisations, creating a culture built on trust is no longer a “nice to have”, it is a business imperative.

We would like to extend our sincere thanks to our guest speakers, Sam Seehra and Melissa Bruno from BDO, who shared their expertise on organisational culture, leadership and the practical realities of building trust in modern workplaces. Their insights challenged traditional thinking and encouraged attendees to reflect on how trust influences everything from engagement and productivity to innovation and retention.

A huge thank you also goes to everyone who attended. The quality of the discussion was exceptional, with thoughtful questions and shared experiences continuing well beyond our scheduled finish time. It was a fantastic reminder that while every organisation’s journey is different, many employers are facing remarkably similar challenges as they navigate the future of work

Why Trust Matters More Than Ever

Trust has always been the foundation of high-performing organisations, but today’s workplace presents new complexities. Flexible and hybrid work models have transformed how people communicate, collaborate and connect with one another. While these changes have created greater flexibility and improved work-life balance for many employees, they have also introduced new risks around communication, visibility and inclusion.

Research from the Edelman Trust Barometer 2024 highlights just how significant this issue has become. The UK now ranks among the least trusting countries, reflecting growing concerns around institutions, leadership and organisational transparency. These wider societal trends inevitably influence expectations within the workplace, making it increasingly important for employers to actively earn and maintain trust rather than assuming it already exists.

The discussion explored how trust underpins every aspect of organisational culture. When employees trust their leaders and colleagues, they are more willing to collaborate, contribute ideas and take calculated risks. They are also more likely to feel psychologically safe, engaged and committed to organisational goals.

Conversely, low levels of trust often manifest through disengagement, reduced collaboration, increased burnout and higher employee turnover. These challenges can be particularly difficult to identify in hybrid work environments, where informal conversations and day-to-day interactions occur less frequently.

Trust Is a Shared Responsibility

One of the strongest themes throughout the event was that trust cannot be viewed as the sole responsibility of either employees or employers. It is a relationship that must be built from both sides.

Individuals contribute through honesty, accountability and reliability, while organisations have a responsibility to create the conditions where trust can flourish. This means communicating openly, making decisions transparently, empowering managers and ensuring employees feel heard regardless of where they work.

Leaders also play a critical role. Trust is reinforced through consistent behaviour rather than occasional initiatives. Employees quickly notice whether leadership actions align with organisational values, particularly during periods of uncertainty or change. Authentic leadership, clear communication and fairness remain some of the strongest drivers of trust across hybrid teams.

Trust Can Be Measured

One of the biggest misconceptions discussed during the session is that trust is too abstract to manage effectively. In reality, trust is both measurable and actionable.

Organisations can assess trust through employee engagement surveys, feedback mechanisms, retention data, wellbeing metrics and qualitative conversations. Understanding where trust is strong( and where it may be breaking down) allows leaders to take meaningful action before small issues become larger cultural problems.

Rather than avoiding conversations about trust because they feel subjective or complex, organisations should treat trust as they would any other strategic business priority: define it, measure it and continually invest in strengthening it.

Interview with Experts from BDO: Trust, Culture, and Hybrid Work Dynamics

Curious to know more about BDO’s approach to trust & hybrid work culture? Read our interview with Melissa Bruno & Sam Seehra of BDO.