Periods of uncertainty test leaders more than any other moment. Markets shift overnight, strategies pivot at speed, and employees are often left wondering what tomorrow might bring. In these moments, leaders are faced with a critical choice. Do they lean into control, micro-management, and top-down directives, or do they invest in trust?

The evidence is clear. Trust is not a soft skill. It is a hard-edged performance driver that directly shapes results, retention, and resilience. 

Paul Zak, a professor of economics, has spent two decades studying the link between trust and organisational performance. His research, published in the Harvard Business Review, found that employees in high-trust companies report 74% less stress, 106% more energy at work, and 50% higher productivity compared to those in low-trust cultures. That is not an incremental uplift. It is a transformative one. 

The reason is neurological. Recognition, consistency, and fairness trigger the brain’s reward centres, releasing dopamine and oxytocin. These chemicals do more than make people feel good. They sharpen focus, expand problem-solving capacity, and strengthen loyalty. In times of uncertainty, when fear might otherwise dominate, trust keeps the brain open to possibility rather than locked in survival mode. 

Leaders sometimes underestimate the simple act of recognition. Yet Gallup research shows that employees who feel recognised are five times more likely to stay in their organisation. This matters even more during turbulent times, when job markets are shifting and attrition is costly. Recognition does not need to be elaborate. A quick thank-you in a meeting or an acknowledgement in front of peers can act as a dopamine boost, making people feel valued and motivated to contribute more

There is a myth that leaders should project unwavering confidence. In reality, admitting mistakes builds credibility faster than pretending to be flawless. Neuroscientists explain that when leaders admit they were wrong, it activates mirror neurons in the brains of those listening. These neurons are responsible for empathy and connection. It is why authenticity feels magnetic. People follow leaders who are human, not those who are perfect.

Satya Nadella, CEO of Microsoft, has built an entire culture around the concept of learning from mistakes. He famously said,

Under his tenure, Microsoft shifted from a culture of fear to one of trust, unlocking innovation and growth. 

Trust is reciprocal, but someone must go first. Research from Stanford shows that when leaders extend trust before it is earned, employees are twice as likely to reciprocate compared to when trust is withheld. It is a high-return investment. Giving people autonomy, offering flexibility, or empowering them to make decisions signals belief in their ability. In turn, they rise to the responsibility.

In uncertain times, employees look for anchors. Leaders who say what they mean and follow through create reliability that reduces cognitive load. An MIT study found that leaders who consistently keep commitments lead teams with 2.5 times higher performance. Trust does not only come from big promises. It is built in the micro-moments when you do what you said you would do.

Leaders are often wired to solve. Yet sometimes the most powerful act is not fixing but listening. Google’s Project Aristotle, a landmark study on team effectiveness, found that psychological safety is the number one factor for high-performing teams. Listening attentively without rushing to provide a solution fosters that safety. It builds oxytocin, the trust hormone, which deepens connection and engagement.

Knowledge hoarded is trust eroded. Knowledge shared is trust expanded. McKinsey research shows that organisations that freely exchange knowledge see 15% more innovation. When leaders teach, coach, and share, they not only boost performance but also create transparency. Transparency removes suspicion and reinforces fairness, two vital ingredients in trust.

Uncertainty thrives on unpredictability. Leaders who create rhythm, whether through regular check-ins, weekly updates, or predictable rituals, reduce anxiety by helping the brain anticipate rather than react. The prefrontal cortex, responsible for planning and decision-making, thrives on patterns. In contrast, chaotic leadership amplifies stress and diminishes capacity.

Finally, confidentiality is non-negotiable. Break it once, and trust evaporates. Neuroscientists note that the brain encodes violations of trust five times more strongly than positive moments. Leaders who protect sensitive conversations send a signal that loyalty and integrity matter. In turn, employees feel safe to share, innovate, and take risks without fear.

In times of change, leaders can be tempted to tighten control. Yet control breeds compliance, not commitment. Compliance might get tasks done in the short term, but it will never inspire discretionary effort, creativity, or resilience. Trust, on the other hand, builds emotional investment. As Simon Sinek reminds us,

Building trust is not about grand gestures. It is about a series of consistent, science-backed behaviours. Give credit. Own mistakes. Trust first. Keep your word. Listen. Share knowledge. Create rhythm. Protect confidentiality. Each act builds a foundation that not only survives uncertainty but thrives within it. The best leaders know that trust is not an optional extra. It is the currency of high performance. In uncertain times, it is the safest, smartest, and most strategic investment you can make.