In an era of unprecedented change and technological revolution, finance teams stand at the crossroads of data, strategy, and stakeholder expectations. Trust has emerged as the single greatest multiplier of performance, effective decision-making, and sustainable growth. Without a solid foundation of trust, even the most sophisticated analytics or boldest financial forecasts can fail to gain traction. In this article, we explore why trust matters more than ever in finance, what it means in practice, and how leaders can cultivate it across teams and organizations.
Global trust in financial services has gradually recovered since the post-crisis lows. According to Edelman’s Trust Barometer, financial services climbed to 62 percent global trust in 2025, the first time above 60 percent since the global financial crisis. Consumers increasingly seek institutions where they can build personal relationships, such as community banks and credit unions, highlighting that trust is both an emotional and rational anchor.
In retail banking, trust has become the primary driver of customer loyalty, with 61 percent of consumers prioritizing trustworthy information over convenience or innovation. Research shows that customers who trust their financial provider are 11 percentage points more comfortable sharing data and insights. Moreover, individuals become 1.7 times more willing to share personal information when they clearly understand how it will be used to deliver value. This dynamic elevates trust from a mere brand differentiator to a core strategic asset.
On the regulatory and ESG front, transparency around sustainability data is now non-negotiable. Deloitte underscores that reliable, transparent reporting builds what it calls trust equity with investors, regulators, and the broader society. Trust is no longer a soft compliance checkbox; it is a license to operate and a driver of investor confidence, employee engagement, and long-term financial results.
Extensive research by Accenture demonstrates that high-trust companies outperform their peers across key metrics. People in these organizations experience significantly reduced stress, higher energy levels, and greater satisfaction both at work and in their lives. Specifically, employees report 74 percent less stress, 50 percent higher productivity, 76 percent more engagement, and 40 percent reduction in burnout. The data paint a compelling picture: trust is far from a soft concept; it delivers tangible outcomes.
These human benefits translate into financial results. Great Place to Work and Fortune’s “100 Best Companies to Work For,” which prioritize trust in their criteria, have consistently beaten the S&P 500 by a factor of three in annualized returns. In finance, where speed, quality, and risk management are paramount, trust accelerates decision cycles and empowers teams to act boldly yet responsibly.
Despite the clear benefits, a confidence–transparency gap persists. According to the CFO’s Playbook for 2025, 38 percent of CFOs cite lack of financial transparency as one of their greatest challenges in becoming change-makers. Yet 91 percent of CFOs feel empowered to lead transformation, and 77 percent of finance teams agree, revealing misaligned perceptions. This gap can stall strategic initiatives and erode credibility.
Pleo’s research emphasizes that numbers alone will not cut it. Stakeholders need to understand assumptions, methodologies, and implications. Financial storytelling and clear communication align teams, foster confidence, and enable decisive action, particularly in uncertain environments.
Trust in finance teams manifests across three critical dimensions: interpersonal and leadership trust, organizational culture trust, and data and information trust. Each dimension reinforces the others to create a resilient, high-performing function.
Interpersonal and leadership trust hinges on consistency, sound judgment, and positive relationships. A Harvard Business Review–linked study finds that leaders who demonstrate predictable behavior, make balanced trade-offs, and invest in genuine relationships achieve trust scores in the 80th percentile. By contrast, inconsistent actions and transactional interactions yield scores near the 20th percentile.
Organizational culture trust emerges when finance is visible, accessible, and collaborative. PwC’s Trust in U.S. Business survey reveals that 86 percent of executives claim to highly trust employees, but only 60 percent of employees feel trusted by leadership. This disconnect hampers performance, as 61 percent of employees say perceived lack of trust affects their job effectiveness. Remedies include job rotations, secondments, and regular “ask me anything” sessions that foster familiarity and shared purpose.
Data and information trust demands unwavering data integrity, transparency in methodology, and clear communication of limitations. Deloitte highlights that trustworthy data, particularly around sustainability and ESG metrics, is critical for regulatory compliance and stakeholder confidence. Internally, finance teams should openly document assumptions, share detailed models, and offer regular data audits to reinforce reliability.
Finance teams serve as stewards of both internal and external confidence. Honest, clear communication about financial positions enhances risk management and strategic planning. In the banking sector, poor communication ranks as the second most common cause of negative customer experiences, leading to “silent attrition” where 24 percent of customers quietly leave after a bad interaction. Internally, executives and product teams similarly bypass finance when trust erodes, opting for shadow reporting or ad-hoc analyses that fragment decision-making.
By contrast, finance teams that proactively share insights, contextualize risks, and offer strategic guidance become trusted partners. This collaborative approach drives alignment, innovation, and sustained business growth.
To cultivate and maintain trust, finance leaders can deploy several key levers:
Trust can falter when finance is perceived as distant, opaque, or inconsistent. Common breakdowns include limited accessibility, technical jargon that alienates stakeholders, and ever-changing report formats that confuse users.
To address these issues, teams can standardize reporting templates, hold regular cross-functional reviews, and establish open feedback channels. Rotational programs and informal networking sessions also build empathy and mutual understanding across functions.
Trust is the bedrock upon which high-performing finance teams are built. By prioritizing transparency, consistency, competence, and collaboration, finance functions can become strategic business partners and drivers of organizational success. Investing in trust-building practices yields dividends not only in productivity and retention but also in innovation, risk management, and sustainable growth. As finance continues to navigate an evolving landscape, trust remains its most enduring and powerful multiplier.
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