Building bridges not barriers; the important process of trust brokering in a deeply divided world

For about five years now, I've diligently followed the annual findings of the Edelman Trust Barometer, one of society's longest-running - and largest - measures of trust. I'm personally fascinated by the changing dynamics of global affairs and how they're shaping society, although I must admit I'm equally alarmed by them too.

This year's report made for a harrowing read, offering further insight into the collapse of societal trust. It's a situation fuelled by the unregulated rise of technology, an increasing lack of control over what gets shared and whether it's accurate, and an apparent lack of care from those with the power to change things about just how damaging all of this is.

What struck me most about this year's report, however, was the phrase "trust brokering"- something I've since gone on to speak about at a number of national events.

Put simply, trust brokering is the practice of facilitating trust between groups.

It's a phrase I was unfamiliar with, but equally one I was drawn to. I guess, in part, that's because I am that "bridge builder" in much of the work I do.

Edelman's premise this year was that trust has broken down to such a degree that we need people to go out of their way and rebuild bridges between communities. So distrustful have people become of those who are different from themselves that the challenge is no longer simply trying to broaden someone's perspective or help them see the world differently to how they've become accustomed to seeing it. Instead, it's about helping people find common ground.

That common ground exists too. The irony of race protests is never lost on me when people take to the streets protesting how non-white England has become, only to then queue up at food vans offering an array of cultural dishes that are distinctly non-English. Food is often common ground that we can all bond over.

Either way, there is a role for leaders to play in brokering trust between groups that have become increasingly distrustful of one another.

What does that look like? According to Edelman's global insights - which came from the very people saying that trust has broken down worldwide - people are looking for leaders to foster opportunities where they can interact with those who are different from themselves. This includes partnering with organisations that can create opportunities for cross-cultural conversation.

This isn't some social exercise where people slug it out to see who comes out on top. This is carefully curated opportunity to listen and learn. It's facilitated conversation that allows for mindset change on all sides.

In addition to this, Edelman highlights the importance of promoting a shared identity and culture through trust brokering. Rather than focusing on what divides us, the challenge is to find common ground that allows people to feel like they're part of one team. A team with different perspectives, backgrounds, and beliefs, but one that comes to see those differences as strengths rather than reasons to be divided. Classic high-performing team playbook stuff.

Edelman also says that training plays a significant role in all of this. Not forced training on divisive topics like unconscious bias, but training on how to engage in difficult conversations and navigate opposing opinions. We need to become better at having sophisticated conversations around topics that are sensitive and emotionally charged.

Above everything else, the report highlights that society is looking to business to fill the void where government and the media have either gone missing or gone rogue. People recognise that this important bridge-building isn't going to come from the places we may have historically looked to, and so they're seeking it closer to home - in the businesses they work for and the teams they belong to.

Something for us all to ponder and reflect on, perhaps.