We are living in an extraordinary time. We can reach more people in more markets than ever before and work seamlessly across continents. Even the routine effort of our day-to-day is diminished with the use of AI, giving us more time to be creative, curious and explore the bigger picture. In business terms, this is a new golden age. But have we gone too far, too fast, and lost sight of what made it all possible in the first place: trust?
Our world has become so much bigger, and while technology has brought us closer, in many ways it has also sparked our need for deeper human connections. It has become easier and more cost-effective to connect virtually, but we miss out on those impromptu moments. A friendly exchange in the elevator or the realization of a shared interest while grabbing a coffee before a meeting – it’s all much more meaningful than just small talk. Coaching or quick feedback delivered over a chance meeting in the hallway is more spontaneous but can be more impactful particularly if delivered in the moment.
AI has made our days more efficient, but it has also prompted new conversations around trust and authenticity. Our latest report highlights continuing concerns around the over-reliance on AI but, beyond the obvious risk concerns, has this growing dependence replaced yet another opportunity for human connection? When we consult AI, we may lose out on the moment we ask a colleague for feedback on an idea, or for advice on how to handle that difficult conversation.
The same report suggests that a powerful enabler of better business outcomes is in the ability to build strong stakeholder relationships. Those relationships are often strengthened in the margins of our day-to-day work – the informal interactions – and when we make space for meaningful connection, we move the dial on our relationships and trust begins to grow.
This is particularly important as we navigate the changing global dynamics of the working world where, according to the 2026 Edelman Trust Barometer, trust in many distant institutions and leaders is declining but growing within our personal networks, including with our work colleagues and employers. Trust really is built closer to home.
When trust thrives within our teams, we tend to speak more candidly. We are more likely to challenge a viewpoint or raise a concern. It might create some tension, but where there is mutual respect, that can be healthy. With trust, we create an environment where the good, the bad and even the ugly ideas can be battle-tested. It’s where candor leads to better insights and outcomes. It’s where innovation thrives.
The organizations that will thrive in the years ahead will be those that balance the need to move faster, while continuing to invest in the people and relationships that make progress possible. Technology is transforming how we work but trust will determine how we succeed. Here’s what I’ve learned along the way.
Invest in meaningful connection. We excelled at this during the pandemic – leaders proactively spent time with their teams connecting beyond the transaction or the matter at hand. Business still needed to get done, but we prioritized human connection because we missed it so much due to the environment we were forced into. At Dentons, I have something called my ‘gratitude hour’ where I will carve out time in my calendar to send notes of appreciation for work well done. These small but meaningful gestures can really make people feel valued which builds trust.
Make your organization feel smaller. The larger your organization, the more important it is to bring people together in meaningful ways, strengthening bonds between teams and different parts of the business. Our local leaders and teams are encouraged to prioritize communication and to learn from each other by sharing best practices and knowledge. We’ve been intentional about creating global communities which are built around our clients’ priorities but provide our people with opportunities to work together towards a common goal – our clients’ success. When people have a shared sense of purpose, collaboration becomes easier and trust begins to naturally follow.
Lead by listening. Whether it’s with our teams or our clients, we should focus on making people feel truly heard. This is about moving beyond the performative town hall exercise to sitting down with our new hires, our younger team members, and understanding what’s on their minds. With our clients, it’s about spending time to deeply understand their needs and listening closely before offering solutions. This is when the most valuable conversations happen. I’ve found that intentionally building time into my week to do a check-in with people, can have a huge impact. It’s simple but effective.
Be consistent. How we show up for our clients and our people matters. Delivering against what we promise, demonstrating predictable behavior and eliminating surprises builds trust. One theme I hear frequently from clients is the value of experiencing Dentons as one firm, even when matters span multiple jurisdictions. Consistency in service, collaboration and responsiveness is a tangible way trust is built. Inconsistency, conversely, will erode trust faster than it was earned.
As business leaders, we’re wired to chase speed, scale and efficiency. However, in our pursuit of bigger, better and faster, we shouldn’t lose sight of a key element of lasting success: trust. Trust cannot be automated or accelerated. It is earned through consistent actions, meaningful relationships and genuine human connection.
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This story was originally featured on Fortune.com
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