Can I trust you

As humans, we are hardwired to sense when someone isn’t being genuine. It’s a survival instinct which has been built over millennia of needing to know instantly: Can I trust this person? Do they truly have my back?

That instinct doesn’t disappear in the workplace. When a leader says something that doesn’t match their actions, people feel it right away. The result? Distrust, not just in the leader, but in the organization they represent. Authenticity isn’t a “nice to have” in leadership, it’s the foundation of trust. And I think without trust, there’s no influence, no loyalty, and no lasting impact.

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Marking the moment

When a leader demoralises an entire team by undermining a project, when a team member checks out and doesn’t pull their weight, or when a bully forces a future star to quit the organisation, we too often shrug our shoulders and justify it. We tell ourselves that this person has tenure, possesses key vocational skills, or simply insist, “He really isn’t that bad.” I think by doing so, we signal to everyone else that poor behaviour is acceptable and that competence or longevity excuses toxicity.

Over time, this tolerance erodes trust, stifles innovation, and drives top talent away. Those who remain become disengaged, wary of stepping forward for fear that bad actors will continue unchecked. The cost of inaction isn’t just a hit to morale, it’s lost productivity, damaged reputations, and an organisational culture that rewards survival over excellence.The real question isn’t whether we can afford to challenge these individuals, but whether we can afford not to.

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