Retail Observer

RETAILOBSERVER.COM SEPTEMBER 2025 28 T rust is the emotional and social currency that businesses and leaders deal in. When trust erodes, it doesn't always collapse in a scandal or public act of betrayal. More often, it gets chipped away by small, almost invisible cracks: an unacknowledged shift in direction, a whispered rumor left unaddressed, a promise quietly broken. These aren't the obvious enemies of trust – they are subtle foes – near enemies. In Buddhist ethics, a near enemy is a counterfeit virtue – something that mimics the appearance of the real thing, but that hollows it out from within. Compassion's near enemy is pity. Equanimity's near enemy is indifference. In the business world, one of the most dangerous near enemies of trust is inconsistency. The problem is, inconsistency can show up in disguise. It dresses itself in the language of flexibility, agility, even boldness. On the surface, it can feel like charisma in action – a leader who's "reading the room" and "pivoting when necessary." But behind the scenes, inconsistency generates confusion, doubt, and disconnection. The very people who most want to follow your lead are left wondering which version of your vision will show up tomorrow. Trust operates on a delicate balance – tilt too far in one direction, and the system wobbles. Even well-intentioned leaders can undermine that balance simply by tolerating misalignment. What leaders don't say – or don't say clearly – carries just as much weight as their official statements. Silence has a tone, and inconsistency has a sound. People sense it, even when it's unintentional. HOW NEAR ENEMIES OPERATE Harvard Business Review's classic article Enemies of Trust identifies three dimensions where leadership behaviors can quietly erode credibility: 1. Personal trust is damaged when leaders show favoritism, avoid tough conversations, or let interpersonal tensions linger unresolved. 2. Strategic trust falters when messaging is inconsistent – when priorities shift without explanation or rationale. 3. Organizational trust collapses when secrecy, rumor networks, or tolerated incompetence become part of the cultural fabric. The real danger is that these behaviors often look like sound leadership in the moment. "We're keeping our options open." "We're staying lean." These phrases certainly sound strategic, but without clarity and follow-through, they become smokescreens. When the story changes without explanation, or when action fails to match words, people lose confidence or disengage entirely. THE MYTH TO BUST We must stop romanticizing inconsistency as spontaneity. What feels like "being nimble" to a leader can feel like "constant chaos" to a team. A shifting narrative without context breeds speculation – and speculation quickly becomes rumor. Rumor is a corrosive agent that erodes trust faster than most leaders realize. By the time the effects reach the leadership team, the cultural damage has been done. Trust is built through consistency, not charisma. Charisma might attract followers initially, but it's consistency that keeps them engaged, aligned, and motivated. TRUST-BUILDING FRAMEWORKS Rebuilding trust – or preventing its erosion – requires systems, not just good intentions. Four practices in particular can counteract the near enemies: • Message Alignment Rituals – Before major announcements or meetings, gather your leadership team to align on both what will be said and how it will be said. This forms quality control for credibility. • Visible Follow-Through – Create a public feedback loop: "Here's what we said. Here's what we've done. Here's what we've learned." The sequence matters; it turns promises into proof. • Rumor-Release Mechanisms – Don't let gossip be the default communication channel. Provide clear, psychologically safe forums – digital or in-person – where people can voice concerns, ask difficult questions, and get straight answers. • Transparency as a Practice – Transparency is not about flooding people with every scrap of information. It's about making timely, contextually informed decisions so that even if the outcome is unpopular, the rationale is respected. When leaders mistake ambiguity for adaptability, they may think they're creating freedom. In reality, they're creating friction and confusion, which leads to chaos. Clarity does not kill flexibility, it makes flexibility possible. Trust thrives when people know where they stand, what's expected of them, and how the organization's direction connects to their unique contributions. Leaders who commit to consistent, courageous communi- cation create an environment where trust is not a fragile accident, but a deliberate outcome. THE NEAR ENEMY OF TRUST Steven Morris On Brand Steven Morris is a brand, culture and leadership advisor, author, and speaker. Over his 25+ years in business he's worked with 3,000+ business leaders at 250+ global and regional companies. Discover: https://matterco.co RO

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