In a very few number of instances in my career have I witnessed a near 100% lack of trust and respect from staff towards leadership.
And, in most of these cases, the leadership is in denial and want to avoid discussion on the topic.
Ironically, the business can still be profitable, and staff stay out of financial necessity.
What I have seen is leadership avoiding necessary conversations, playing favourites or having different rules for themselves, micromanaging, making dismissive comments as feedback, and failing to take accountability over a long period of time.
In such a scenario, I believe there is very little leadership can realistically do to regain trust and respect.
Not because people are unforgiving, but because they’ve come to expect this reality and have learned to live with it.
And, of course, they have stopped believing change is possible.
So, in a few rare instances when I was asked, “What can a leader do to fix this?”
My answer was, “Not much.”
But if someone really wanted to try, there is one thing I would suggest, and I am not saying it will necessarily work.
It’s a long shot.
A true leadership Hail Mary.
Become radically, consistently unexpected.
If your behaviour created the current reality, then small improvements won’t change perception.
You need to be shockingly different, in a good way.
Not once.
Not for a week.
But consistently, over time, long enough to disrupt your brand and the story people have about you in their head.
This means possibly doing the exact opposite of your past behaviour in ways that are uncomfortable, and visible to all.
Here’s what it might look like in practice.
First, if you avoided necessary conversations, have one with yourself openly.
For example, “I haven’t been addressing issues that matter, including my own leadership. That’s on me. I’m going to start doing that differently, starting now.”
Then name a real issue, and your role in it.
And do this honestly.
That level of ownership, in front of others, will be disorienting in a good way.
Next, if you played favourites or had different rules for yourself, correct with transparent equity.
For example, rotate opportunities intentionally, publicly explain decisions, acknowledge contributions from people who were previously overlooked and end different rules for yourself.
Apply what is applied to staff upon yourself.
“I’ve been inconsistent in how I’ve supported people. I’m correcting that now.”
People don’t just need equity; they need to see if and feel it.
If you have micromanaged, lean heavily towards autonomy.
Identify a process or project that matter to people and then fully step back and see the staff create or resolve the issue and implement it as they see fit.
“This is yours. I’m here if you need me, but I won’t step in unless you ask.”
No hovering.
No backchannel corrections.
That kind of restraint, especially from a known micromanager, can be deeply noticeable.
If you make dismissive comments as feedback, just stop.
And, instead of giving feedback, pull feedback every chance you get about what you are doing.
If you get feedback, act on it in a timely manner.
Not after analysis paralysis.
“You told me X. Here’s what I’m changing because of it.”
Again, it needs to be timely and visible.
Listening isn’t what builds trust, responding and acting does.
Lastly, if you have avoided accountability, take the hit, make it a win for them and a loss for you.
Take responsibility for something publicly, even when you could deflect, share, or soften it.
“I made the wrong call here. That impacted the team. I own that.”
No justification.
No explanation layered in.
Just ownership.
That level of accountability is rare, and therefore powerful.
So, at the end of the day, will this fully restore trust and respect?
Maybe not.
In some cases, the damage is already done.
But this approach does something important, it destroys the negative predictability of your actions and behaviours.
It makes people pause and think:
“Wait… this is not the same leader.”
Most leaders try to rebuild trust with words, intentions, or incremental small change.
But when the gap is too large, in my perspective and experience, subtlety doesn’t work.
If you’re serious about changing how people experience you, you must go further than what feels comfortable for you.
You must become, consistently and visibly, the opposite of who you’ve been.
Own it, course correct and move forward in a new and better direction for all.
Not for a moment.
Long enough for people to believe it’s real and that your brand and story have changed.