Trust Is Key to Building a Culture of Innovation

Trust Is Key to Building a Culture of Innovation

Trust is hard to define. It’s even harder to build. 

As humans, we all instinctively know when trust is there, and we know when it’s missing. That’s why we’ve spent nearly the last three years studying what builds trust with workers, customers, and partners. Here’s what we’ve learned.

First, trust must be built from the inside-out, starting with your workforce. Trusting workers are 180% more motivated to work. A trusting, more motivated workforce achieves double the customer satisfaction. Organizations with satisfied, highly trusting customers see up to 4x improvement in their market cap.

Second, the building blocks of trust are the same no matter who you’re building trust with. We call these The Four Factors of Trust: humanity, transparency, capability, and reliability. Together, they make up a ground-breaking platform called TrustID™, which measures The Four Factors of Trust and helps organizations take more targeted action to build trust from the inside-out.

Third, trust drives human behavior. As a manager seeking to foster innovation on your teams, it’s critical to understand how the Four Factors can encourage the behaviors that fuel innovation.

It’s easy to see how building trust through the Four Factors can lead to these behaviors. When your team members feel like they are treated as whole humans with empathy and respect (humanity), they are more willing to provide honest feedback and constructive ideas for improvement. Clear expectations (transparency) actually encourage workers to take on more responsibility—raising their hand to lead the next new initiative. Similarly, having the resources and agency to do their job well (capability) prompts team members to be more intrapreneurial, learning new skills on their own. Keeping promises (reliability) leads to worker recommendations, enhancing an organization’s external brand, and attracting new talent. Overall, a more trusting workforce is more eager to collaborate and provide valuable diversity of thought when it comes to shaping innovative concepts.

So how can you get started? Consider using TrustID with your team to measure how trusted you are today and uncover your biggest opportunities to build trust.

Trust Is Key to Building a Culture of Innovation

This article was originally published in 2023 Second Annual Intrapreneurship & Innovation Report.

Wenny Katzenstein, Managing Director, Deloitte Consulting

Wenny Katzenstein
Managing Director
Deloitte Consulting

Wenny Katzenstein is a leader with Deloitte’s Technology, Media, & Entertainment practice with 20+ years of client-side experience at The Walt Disney Company, NBCUniversal, and Sony. Focused on consumer strategy, Wenny drives initiatives that yield growth through insights, technology, innovation, and experiences.

Emily Werner, Senior Manager, Deloitte Digital

Emily Werner
Senior Manager
Deloitte Digital

Emily Werner oversees the Deloitte Consulting Enterprise Trust platform where she is responsible for managing both internal and external trust research and projects. Having spent most of her career focused on enhancing experience, Emily brings a human-centered design approach to (re)building trust.

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Gibbs Jones

C5 Emeritus
Owner (Spartanburg)

ARCpoint Labs

Gibbs is a customer experience executive with over 25 years of customer experience leadership and expertise in the design, optimization and implementation of customer contact operations. Gibbs has combined skill in the human and technology side of customer contact operations, including the procurement and installation of ACD equipment, workforce management and CRM systems. He has directed the start-up of multiple customer contact operations, with industry expertise in consumer electronics, communications, retail, manufacturing, financial services, banking, and direct sales.

Gibbs has over ten years experience in the Cable Industry. Most recently Gibbs was the Senior Vice President of Customer Experience for Suddenlink Communications. Gibbs worked with Suddenlink’s six regional senior vice presidents and the managers of its customer-contact call centers in Arizona, Missouri, North Carolina, Texas and West Virginia to measure and improve Customer Satisfaction through transactional and relationship Net Promoter Programs and JD Power Research Studies.

Gibbs was also responsible for the company’s social media strategy where he made sure Suddenlink was active in the major social networking channels and found new ways to improve customer loyalty in this space.

Currently Gibbs owns two ARCpoint Labs locations. ARCpoint is a leader in the B to C and B to B drug and alcohol testing industry. Additionally, Gibbs has a consulting practice that helps companies improve their customer experience.

Gibbs is a Certified Net Promoter® Associate and has been a speaker at various conferences and is frequently called upon to discuss considerations related to measuring and improving the customer experience, exceptional contact center management, and optimizing the employee experience.


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