Trust accounts for a lot in business.

Deficits and debts constrain or restrain many. Together, trust deficit spells trouble. It’s presence, consequences and manifestations are writ large in politics, banking, insurance, financial planning and commerce at large.

Forensic examinations and cross-examinations at Royal Commissions and political election results serve to highlight the philosophies, cultures, policies and practices which cause, contribute to and exacerbate the lamentable reality of trust deficit.


The former Australian Prime Minister, Malcolm Turnbull, who was effectively removed from office by a coterie of “ungodly”, extreme right-wing, evangelical religious (principally back-bench) politicians was not necessarily liked, endorsed or supported for his policies. However, the process and seemingly personal and negative intent of his removal breached a lot of trust tenents throughout the electorate of Wentworth, in New South Wales.

A high-profile, independent, married lesbian was elected in the resultant by-election.

Prey tell.

It is doubtful that the original agitators and the new member sing from the same hymn book.

Unintended consequences abound.


Australian banking Chairs and Chief Executives, present and recently past, have fast come to recognise the presence and nature of trust deficits. Many trust accounts were found to be in deficit, big time.

Remedial actions will need to extend well beyond funding deposits, and will reach out for considerable periods of time.

Interest will be high on all counts, and viewed from many perspectives.

The consumers’ assessments will not necessarily be black and white. Records will be tainted red. Just how effective was the training in emotional intelligence? On reflection, it’s not a dumb question. 


An interesting and significant oversight in the media reporting, analyses and commentaries is the absence of references to “goodwill”.

For those in small business, that often represents a large component of their retirement funding. Accordingly, it is a key attribute of financial and emotional well-being.

Discounted “goodwill” may well become the currency of the immediate future for many banks, bankers and financiers. As the individualists “move on”, their legacies will persist.


Many people around the world have despaired at the reaction of U.S. President, Donald Trump to the murder, if not assassination of journalist, Jamal Khashoggi, Saudi Arabia-born, American resident and journalist.

Tolerating such, and not responding appropriately because of the possible consequences to commercial contracts between the United States of America and Saudi Arabia have been recognised as being unconscionable:

Clearly, a sale at any price is not acceptable.

“Fees for no service” and “costs to deceased former clients” are equally unpalatable.

Trust and integrity are two pillars of value. “Doing the right things” and “doing things right” should be instinctive, self-determining and self-monitored.  

Authority does not, and should not reside solely in executive suits, and company board rooms.

That implies a trust deficit throughout the organisation, and among the team members.

Consistency and continuity builds confidence and is integral to the “doctrine of no-surprises”.

Japanese workers, when asked who leads and runs “this business”, typically respond: “we do”.  No trust deficit there.


Many sectors, professions, entities, management teams and individuals have been found in recent times to be well behind the eight-ball. It will be a long, arduous way back … to winning the trust, respect and support of customers, clients, supporters, the media and public at large.

Each will need to dig deep, to reflect, objectively evaluate and determine the best means to establish, or re-establish belief systems which will define, project and sustain value.

Parameters will delineate that which are acceptable, and unacceptable.

Credits will need to well exceed deficits. Trust me.


In conclusion, endeavours and initiatives intended to optimise, sustain and stabilise trust in, and the integrity of the business need to begin with the corporate culture. It is the very essence and being of an entity, and of its contributing people.

Training programs on customer service, leadership, efficiency and emotional intelligence suffer trust deficits if, and when the initial and primary focus is not dedicated to, and channelled on the overriding corporate culture.

Well-intentioned practical and tactical practices are dismissed, internally and externally, when they are not preceded, determined and supported by complementary policies. 

Barry Urquhart

Service Excellence Keynote Speaker

Marketing Focus

M:        041 983 5555