When trust has been broken and then thoughtfully rebuilt, something remarkable often happens: The resulting environment frequently features deeper psychological safety than existed before the breach. This “Psychological Safety 2.0” is characterized by:
- More authentic communication about difficult topics
- Greater comfort with productive conflict
- Increased willingness to address problems early
- Deeper understanding of each other’s perspectives and needs
- More resilient relationships that can withstand future challenges
A healthcare executive described this phenomenon perfectly: “After we worked through the trust issues following our failed merger, our team developed a level of honesty and openness I hadn’t experienced in 20 years of leadership. We now talk about the hard stuff immediately instead of avoiding it.”
The Personal Dimension of Trust Rebuilding
For senior leaders, rebuilding organizational trust also requires personal resilience. The process can be emotionally demanding, requiring vulnerability while maintaining appropriate leadership presence.
Consider:
- Working with a coach to process your own reactions
- Practicing self-compassion during inevitable setbacks
- Developing personal resilience practices to sustain the effort
- Celebrating small wins in the restoration process
One C-suite leader I worked with found that regular reflection through journaling helped him maintain perspective during a lengthy trust rebuilding process with his board.
Dr Jeanine Stewart, PhD is a neuroscientist, executive coach and seasoned executive who advises leaders of government, health care, education, and Fortune 500 organizations.