Plus: Miami Beach nightclub apologizes after playing antisemitic song; CEOs and employees are not on the same page about AI productivity.
The latest Edelman Trust Barometer paints a bleak picture. People are more skeptical, more selective and less open to messages from anyone they don’t already trust. The survey included 33,938 respondents from 28 countries.
This year’s big theme is what Edelman calls “insularity.” In other words, people are pulling inward. About 7 in 10 respondents say they hesitate to trust people who don’t share their values, beliefs or news sources. That includes institutions, brands, leaders and spokespeople.
People are also highly concerned about disinformation causing further domestic divides. The fear that “other countries purposefully contaminate our media with falsehoods to inflame our differences” rose by 11 points to 65% from 2021 to 2026.Only 48% of respondents trust journalists.
The Barometer also shows a broader erosion of trust across government, media and business, driven by years of economic uncertainty, pandemic fallout and global instability.
That being said, people still trust their own employer and business over others. Trust in employers grew by two points to 78% while trust in one’s own organization grew by two points to 64%.
Why it matters: Audiences are tired, cautious and quicker to question motives. Low trust changes the rules of communication. When trust is weak, major announcements or long-term promises could backfire more easily.
People are more likely to resist change, reject new ideas and assume messaging is self-serving.
This makes tone and framing more important than ever. Edelman’s findings suggest that audiences respond better to messages grounded in shared values, fairness and real-world impact.
This survey serves as an opportunity to acknowledge the reality of the current climate and re-strategize.
The barometer highlighted the need to become a “broker of trust.” People are more willing to listen when messages come from familiar, relatable figures rather than distant executives or institutions. That has implications for spokesperson strategy, influencer partnerships and how major changes or announcements are shared.
The report said that, “Trust brokering can be executed by institutions and individuals. It focuses on engaging people where they are rather than trying to change them. Listening without judgement and translating realities are two key skillsets of a trust broker. Done effectively, it will bridge divides.”
Since employers and internal leaders remain among the most trusted voices, trust-building needs to begin there. What employees hear and how credible it feels, shapes how messages travel outside the organization.
Trust can’t be assumed and it can’t be patched with a quick fix. Communicators have to show empathy, acknowledge skepticism and be specific and consistent over time.
Editor’s Top Reads:
- Miami Beach nightclub Vendôme apologized after a viral video showed the club playing rapper Ye’s song “Heil Hitler” on Saturday night, according to The New York Times. The incident involved a group of influencers from the “manosphere,” including conservative figures Andrew and Tristan Tate, who were among the club’s high-profile guests. Vendôme faced backlash as the video spread online. The establishment responded a day later, saying they have a “zero tolerance” policy for antisemitism and discrimination and that they fired the employees responsible and banned the influencers permanently. “Although Vendome was not aware in advance of the incident, however, it should have never occurred. Vendôme has implemented new protocols and safeguards, including strict content controls, enhanced management oversight, and a zero-tolerance enforcement policy, to ensure our venue is never used as a platform for discrimination, hate, antisemitism or any other behavior harmful towards our community!” the club said on Instagram. The episode illustrates how quickly a local event can become a global reputational crisis. But their response works because it pairs clear accountability with concrete action. Vendôme goes beyond a generic apology by spelling out consequences, including terminating employees, banning the individuals involved and putting new safeguards in place. The statement is unambiguous about its values without shifting blame. It also acknowledges the broader harm to the Jewish community, showing an understanding that this was more than an internal issue.
- There’s a big divide between how CEOs and employees view AI tools and productivity. The Wall Street Journal reports that 40% of employees believe AI tools don’t save them any time, while 19% of CEOs said AI helps save more than 12 hours and 33% of CEOs said it helps save between four and eight hours of time. Many workers report little time saved and sometimes extra work fixing AI mistakes, creating what some call an “AI tax,” the outlet said. For comms pros and leaders, this shows a gap between what companies are promising and what employees experience. If organizations promote AI benefits without addressing these challenges, it can hurt credibility, cause pushback internally or create negative stories externally, making clear, honest communication and support for employees essential.
- At this year’s Davos World Economic Forum, discussions about climate, health and human rights were largely overshadowed by AI tech showcases, influencer-driven events and parties sponsored by major AI and cryptocurrency companies. The NYT reports nonprofit and government initiatives aimed at social good, such as gender equity and global health, drew little attention, while tech CEOs and entrepreneurs used the forum to celebrate AI and spotlight shareholder agendas. The event also featured heightened anticipation over President Donald Trump’s arrival, with much of the conversation centered on opportunity and profit rather than policy debates. “Part of being a great C.E.O. is being a chameleon,” Daniel Newman, chief executive of the Futurum Group, told the outlet. “Trump is the most influential voice in the world right now. These C.E.O.s are pleased to be in an environment that’s largely right for business.” CEOs often need to be “chameleons” because their role requires them to navigate multiple, sometimes conflicting audiences while keeping their companies competitive and resilient. While this focus may play well in the halls of power in Davos, CEOs must be careful not to alienate stakeholders like employees or consumers, who still expect to hear about social good campaigns and commitments. Those chameleon skills can easily ring false if the messages don’t seem aligned.
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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