Trust Under Pressure: How you can communicate with impact, even in the worst of times

Are you exhausted by non-stop bad news? You’re not alone. Nearly 70% of people now admit they’re actively avoiding the news at various times. Wow!

How do leaders and organisations build trust in a world where trust is in free fall?

Edelman’s Trust Barometer tells us that trust in government, business and even not-for-profits is nose-diving. CEOs, politicians and journalists are on the nose when it comes to credibility.

We can no longer rely on the “Moses Model” of leadership communication; broadcasting messages from the mountaintop, expecting people to accept them without question. Today, random Facebook commenters can seem more credible than official sources. That’s our new reality.

To rebuild trust under pressure, I believe leaders must step into three essential roles:

1. The Truth Teller

When the heat is on, people need certainty. Whether the news is good, bad or uncertain, your team or community is looking for someone who will tell it straight.

Being a truth teller means stripping back the corporate language and communicating like a real human.

When something goes wrong, the best leaders take responsibility, explain the fix and give a clear timeline for resolution. The result is respect.

2. The Translator

It’s not what you say - it’s what your audience hears. Outstanding communication is about connection, not perfection.

Your job is to meet your audience where they are. That’s complex when there are generations in the workforce with such different approaches to accessing information, but tailoring your message is no longer optional.

Be the leader who bridges the gap, not the one who creates more confusion.

3. The Torchbearer

Be a torchbearer for trust – through clarity and consistency. It’s not enough to communicate well occasionally. In every message, you’re either building trust or eroding it.

The most trusted leaders hit the balance of authority with warmth, knowledge with humanity.

If you only spruik your content knowledge, you might be seen as cold or out of touch. If you only aim to be liked, you risk being dismissed as a lightweight. Communicate both your competence and connection.

If you lead people or represent an organisation, it’s time to own these three roles:

• Tell the truth without evasion

• Translate your messages so they truly land

• Carry the torch for trust in every interaction

Be the reason your stakeholders feel informed, heard and safe -especially when the pressure’s on.