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As organizations seek to understand worker sentiment, this new PwC report, based on a survey of 49,843 employees across 48 countries and 28 sectors, offers several insights into AI adoption, trust in leadership, motivation, psychological safety, skill development, job security, and expectations about the future of work. One finding shows that employees who trust their direct manager the most are 72% more motivated than those who trust them the least. A useful example of building trust comes from a global insurance company that piloted automation in its labor-intensive claims function and chose to communicate openly with employees about the changes ahead, including the likelihood of downsizing. Leadership also shared a clear roadmap showing that reductions would occur primarily through natural attrition, boosting trust as employees felt the company was treating them with respect. With this as the backdrop, I want to offer a few reflection questions for both leaders and employees related to trust. For leaders: Am I communicating openly about upcoming changes, even when the news is uncertain or uncomfortable? Do my team members understand why decisions are being made, not just what is happening? If employees observed only my behavior (not just my words) would they understand our priorities? For employees: Do I proactively share concerns, ideas, or feedback with my manager in a constructive way? Am I giving leaders the information they need to understand my perspective? Do I take time to understand why leadership is making certain decisions before forming conclusions? Strengthening trust is a shared responsibility, and even small, intentional actions from leaders and employees can meaningfully improve how teams navigate change.
