Trust is not a “soft” concept it is a measurable, evidence-based driver of organisational performance. Research consistently shows that high-trust environments outperform low-trust ones across multiple dimensions. According to Harvard Business Review, teams operating in high-trust cultures are 66% more collaborative, experience 74% less stress, and demonstrate 40% lower burnout rates compared to their low-trust counterparts. These figures are not abstract they translate into tangible outcomes such as improved decision-making, higher productivity, and better retention.

For local authorities, trust is more than an internal team dynamic; it is a strategic asset that underpins public service delivery. Councils operate in a context where transparency, accountability, and collaboration are non-negotiable. When trust is strong, departments share information freely, elected members and officers work cohesively, and frontline services adapt quickly to community needs. Conversely, when trust erodes, silos deepen, innovation stalls, and public confidence suffers. In short, trust is the currency that enables local government to deliver on its promise to citizens.

1. Apply the Trust Equation

Charles H. Green’s Trust Equation, introduced in The Trusted Advisor, provides a practical framework for understanding and improving trustworthiness:

Each component matters:

• Credibility: Demonstrate expertise and honesty in communications. For local authority leaders, this means being clear about policy decisions, financial constraints, and service priorities.

• Reliability: Deliver on commitments consistently. Meeting deadlines for reports, responding to member queries promptly, and following through on agreed actions signal dependability.

• Intimacy: Create psychological safety for vulnerability. Leaders who admit mistakes and invite feedback foster openness and reduce fear of reprisal.

• Reduce Self-Orientation: Focus on team and citizen outcomes, not personal agendas. When officers prioritise community impact over career advancement, trust accelerates.

This equation is particularly relevant in local government, where competing priorities and political pressures can tempt individuals to act in self-interest. By consciously managing these variables, councils can build trust that withstands scrutiny and change.

2. Embed the Five Behaviours of a Cohesive Team

Patrick Lencioni’s model is widely regarded as one of the most effective frameworks for building strong, high-performing teams. It identifies five interconnected behaviours that must be cultivated for true cohesion:

1. Trust (Vulnerability-Based)

   This is not about predictive trust (“I trust you to do your job”) but vulnerability-based trust where team members feel safe admitting mistakes, asking for help, and acknowledging weaknesses without fear of judgement. In local government, this means officers and elected members can openly discuss challenges without political point-scoring.

2. Healthy Conflict (Debate Ideas, Not People)

   Teams that trust each other engage in constructive conflict. They debate ideas vigorously, challenge assumptions, and avoid artificial harmony. For councils, this prevents groupthink and ensures robust scrutiny of proposals before decisions are made.

3. Commitment (Clarity and Buy-In)

   Once ideas have been debated, teams must commit to decisions even if some individuals initially disagreed. Commitment creates clarity and alignment, reducing delays caused by indecision. In a council setting, this accelerates policy implementation and service delivery.

4. Accountability (Peer-to-Peer Responsibility)

   High-performing teams hold each other accountable, not just rely on hierarchical enforcement. In local authorities, this means service heads challenge each other constructively on performance, rather than waiting for Chief Executive intervention.

5. Results (Collective Goals)

   The ultimate measure of cohesion is whether the team prioritises collective results over departmental silos or personal agendas. For councils, this translates into focusing on community outcomes rather than political wins or internal metrics.

UK Context: Councils that have adopted this model report faster decision-making, improved cross-departmental collaboration, and reduced political friction. For example, one metropolitan borough used Lencioni’s framework during a major regeneration programme and saw project timelines shorten by 20% due to improved trust and accountability.

3. Practise Radical Candor

Kim Scott’s Radical Candor framework is a powerful tool for improving communication and feedback. It rests on two dimensions:

• Care Personally

• Challenge Directly

When both are present, feedback is honest yet empathetic. The goal is to avoid two common traps:

• Ruinous Empathy: Being so concerned about feelings that you avoid giving necessary feedback.

• Obnoxious Aggression: Delivering blunt criticism without care, damaging relationships.

Scott recommends the CORE method for feedback:

• Context – When and where the behaviour occurred

• Observation – What you saw or heard

• Result – The impact of the behaviour

• Next Steps – What should happen going forward

Impact: Teams that embrace candid feedback innovate faster, reduce political behaviours, and build resilience. In local government, where hierarchical structures can stifle openness, Radical Candor helps flatten communication barriers. For example, a district council that trained managers in this approach reported a 30% increase in staff engagement scores within six months.

4. Leverage the SCARF Model

David Rock’s SCARF model is grounded in neuroscience and explains why social interactions can trigger strong emotional responses. It identifies five domains that influence human behaviour in collaborative settings:

• Status – Our relative importance to others

• Certainty – Our ability to predict the future

• Autonomy – Our sense of control over events

• Relatedness – Our feeling of connection and belonging

• Fairness – Our perception of fair exchanges

When these domains are threatened, the brain activates the same neural circuits as physical pain, creating stress and defensive behaviour. Conversely, when they are rewarded, trust and engagement increase dramatically.

Example in Local Government:

• Public criticism of an officer in a committee meeting threatens Status.

• Unclear restructuring plans erode Certainty, fuelling anxiety.

• Micromanagement undermines Autonomy, reducing motivation.

Action Steps for Councils:

• Recognise contributions publicly to boost Status.

• Provide clear timelines and updates during organisational change to maintain Certainty.

• Allow flexibility in project delivery to enhance Autonomy.

• Foster inclusive team cultures to strengthen Relatedness.

• Apply transparent decision-making processes to uphold Fairness.

By embedding SCARF principles into leadership behaviours and HR policies, councils can create psychologically safe environments where trust thrives.

5. Build Trust Through the Five Waves

Stephen M.R. Covey’s Speed of Trust introduces the concept of Five Waves, illustrating how trust operates at multiple levels:

1. Self-Trust – Built on integrity and competence. Leaders who keep promises and demonstrate capability inspire confidence.

2. Relationship Trust – Driven by 13 behaviours such as transparency, respect, and delivering results. In councils, this means honest dialogue between officers and elected members.

3. Organisational Trust – Achieved when systems, policies, and culture align with stated values. For example, recruitment processes that genuinely promote diversity signal organisational integrity.

4. Market Trust – The reputation of the council among partners, suppliers, and stakeholders. High trust accelerates partnerships and attracts investment.

5. Societal Trust – Public confidence in the council’s ability to act ethically and deliver services effectively. This is critical for democratic legitimacy.

Why It Matters for Local Authorities: When trust is strong across all five waves, councils experience faster decision-making, lower transaction costs, and improved citizen satisfaction. Conversely, when trust breaks down whether internally or externally projects stall, costs rise, and reputational damage can take years to repair.

6. Create the Four States of Psychological Safety

Psychological safety is the foundation for trust and innovation in teams. Amy Edmondson’s research, reinforced by Timothy Clark’s work, identifies four progressive stages that enable individuals to feel safe and fully engaged:

1. Inclusion Safety – People feel accepted and valued as part of the team. In local government, this means ensuring diversity and inclusion are not just policies but lived experiences everyone feels they belong regardless of role, background, or political affiliation.

2. Learner Safety – Team members feel safe to ask questions, seek feedback, and admit they don’t know something. For councils, this is critical during complex projects like regeneration or budget setting, where learning is continuous.

3. Contributor Safety – Individuals feel confident to share ideas without fear of ridicule or dismissal. In a council setting, this encourages officers and elected members to propose innovative solutions to service challenges.

4. Challenger Safety – The highest level, where people feel safe to challenge the status quo and suggest improvements even if it means questioning long-standing practices. This is essential for transformation programmes and policy reform.

Why It Matters: Google’s Project Aristotle found that psychological safety is the number one predictor of team effectiveness. Teams that feel safe take more calculated risks, collaborate better, and deliver higher-quality outcomes. For local authorities, this translates into improved service delivery, stronger community engagement, and resilience during periods of change.

Practical Steps for Councils:

• Encourage leaders to model vulnerability by admitting mistakes.

• Create structured forums for questions and feedback.

• Recognise and reward contributions publicly.

• Establish clear protocols for constructive challenge, ensuring dissenting voices are heard respectfully.

7. Harness the Neuroscience of Trust

Paul Zak’s pioneering research demonstrates that trust is not just a cultural concept it has a biological basis. Oxytocin, often called the “trust hormone,” plays a critical role in social bonding and collaboration. When oxytocin levels rise, people become more empathetic, cooperative, and willing to take calculated risks.

Why It Matters: High-trust organisations consistently outperform their peers. Zak’s studies reveal that such organisations experience:

• 50% higher productivity

• 40% less burnout

• 76% more engagement when social needs are met

These figures underscore the tangible benefits of trust for performance and wellbeing.

Eight Behaviours That Boost Oxytocin:

1. Recognise excellence publicly and promptly.

2. Share information broadly to reduce uncertainty.

3. Enable autonomy in how work is delivered.

4. Show vulnerability leaders admitting mistakes signals safety.

5. Invest in relationships through informal interactions.

6. Facilitate personal growth opportunities.

7. Demonstrate fairness in decision-making.

8. Celebrate milestones collectively.

Local Authority Application: Imagine a council implementing these behaviours during a major transformation programme. By recognising staff contributions, providing clarity on restructuring, and allowing flexibility in project delivery, the organisation not only reduces stress but accelerates innovation and service improvement.

Conclusion

For local authorities, trust is not optional it is a performance multiplier. In an environment where public scrutiny is high and resources are stretched, trust enables faster decisions, stronger collaboration, and better outcomes for communities. By combining behavioural frameworks like Lencioni’s Five Behaviours and Radical Candor with neuroscience insights from SCARF and Paul Zak’s research, councils can create teams that are resilient, innovative, and deeply committed to public service. Building trust is not a one-off initiative; it is a continuous practice embedded in leadership behaviours, organisational culture, and everyday interactions. When trust becomes the norm, local authorities unlock their greatest asset the collective potential of their people.