1. When Promises Fall Short
Organisations often make bold promises during recruitment and in their public-facing communications. These promises are often centred around innovation, collaboration, and employee well-being, and designed to attract top talent and cultivate a positive company image. However, when these promises don’t align with the everyday experiences of employees, it creates a significant credibility gap that can have far-reaching consequences.
Imagine joining an organisation that promises to foster creativity and collaboration, only to find yourself trapped in a web of bureaucratic red tape and micromanagement. This disconnect doesn’t just disappoint—it disillusions. Employees begin to question not only their role but the integrity of the organisation itself. This breach of trust can quickly spread, leading to disengagement, reduced productivity, and ultimately, high turnover and rising internal incidents.
“Your brand is what people say about you when you’re not in the room,” said Amazon’s Jeff Bezos. Now, think about what your employees are saying about your organisation when they feel that your words don’t match your actions. This misalignment between the company’s declared values and the employee experience is not just a minor issue—it’s a crisis that can undermine your entire workforce.
2. The Impact of Misalignment and Erosion of Employee Trust
Trust is a delicate thing, as it can take years to build and only moments to break, sometime impossible to rebuild. Recent studies reveal a troubling trend: employee trust in business leaders fell from 80% in 2022 to 69% in 2024 (Edelman). This decline is largely due to unmet promises, a lack of transparency, and leadership that fails to live up to the values it promotes. When employees feel misled, their engagement drops, and the ripple effects can be felt throughout the organisation.
This erosion of trust has real consequences. Disengaged employees are not just less productive; they are also more likely to leave and make more mistakes (unintentional insider threat). With two-thirds of employees reporting disengagement at work (Wellable), the stakes are high. Disengagement not only affects individual performance but can also lead to a toxic work environment that pushes talent out the door.
3. The Long-Term Consequences of the Disconnect
The consequences of this misalignment extend beyond just employee trust, it’s about the very fabric of your organisation. When employees lose faith in leadership, their motivation wanes, and their sense of purpose erodes. They begin to feel like cogs in a machine, disconnected from the larger mission and values of the organisation.
This disconnection is costly. Companies with low organisational alignment suffer from 68% lower employee engagement (Lucid). The ripple effects extend beyond employee morale. Lower engagement leads to decreased productivity, higher absenteeism, and ultimately, poorer customer satisfaction. This statistic highlights the critical importance of alignment in driving engagement and ensuring that employees feel connected to the organisation’s mission and values.
Companies with high engagement levels are 21% more profitable than those with disengaged staff (Wellable). The difference between a thriving workforce and one in decline often comes down to whether employees feel that their organisation’s actions align with its promises.
4. Identifying the Root Causes: Where It All Goes Wrong
Understanding why this misalignment occurs is the first step toward fixing it. One of the most significant root causes is a breakdown in communication. When leaders fail to effectively communicate the organisation’s mission, values, and operational realities, employees are left in the dark, unsure of how their work contributes to the larger goals. This lack of transparency, especially regarding how the business operates and the challenges it faces, can lead to confusion, mistrust, and disengagement.
Another issue is the inconsistency between what leaders say and what they do. Employees are quick to notice when leadership actions don’t match the organisation’s stated values. For example, a company might claim to prioritise innovation but then stifle new ideas with excessive bureaucracy. This inconsistency creates a culture of cynicism, where employees no longer believe in the organisation’s mission because they don’t see it reflected in their day-to-day experiences.
To bridge the gap, organisations need to ensure that their leadership is not just talking the talk but walking the walk. Leaders should be actively involved in the daily operations, demonstrating the organisation’s values through their actions and decisions. Afterall, actions speak louder than words.
5. Bridging the Gap: Realigning Actions with Promises
There is no time for complacency, now is the time for rebuilding confidence and re-engaging your workforce. It requires more than just words—it requires action. Leaders must take concrete steps to realign the organisation’s practices with its values and organisational identity. This starts with improving leadership engagement. According to Gallup’s “State of the Global Workplace 2024,” managers account for 70% of the variance in team employee engagement. This staggering statistic underscores the critical role that managers play in influencing workplace culture and engagement.
Leaders who are visible, accessible, and actively involved in the daily operations of their teams in an effective and supportive manner are more likely to inspire confidence and commitment, which are stepping stones towards trust. When managers effectively model the company’s values, it sets a powerful example that resonates throughout the organisation.
Transparency is also key. Regular, open communication about the company’s goals, challenges, and progress helps to build a culture of trust. Employees want to feel that they are part of something bigger, and this can only happen when they are kept informed and involved.
Finally, companies must ensure that their employees see a clear connection between their roles and the organisation’s mission. When employees understand how their work contributes to the organisation’s larger goals, they are more likely to feel motivated and engaged. This alignment not only boosts morale but also drives performance, leading to better outcomes for the organisation as a whole.
6. Conclusion: Moving Towards Authenticity
Authenticity in leadership and organisational practices is more crucial than ever. The disconnect between what a company promises and what it delivers can have serious consequences, from eroded trust to disengaged employees. To move forward, leaders must critically assess their current practices, address any gaps, and ensure that their actions align with their values.
By taking these steps, organisations can begin to rebuild the confidence that forms the foundation of trust, reignite the passion within their workforce, and cultivate a culture that not only embodies their values but also propels long-term success. Remember, the success or failure of your business lies in the hands of your people. They are your greatest asset, and their engagement and trust will determine the trajectory of your organisation. The choice to foster this environment is yours, but it demands dedication and genuine effort. Choose to lead with integrity, and watch your organisation transform.
“There is reward in the right type of effort… but there is effort.”
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