Psychological Safety, Trust, and the Communication Gap Companies Can’t Ignore

20th January 2026

In recent years, many well-known organisations have scaled back or eliminated their DEI initiatives. While these decisions may have been driven by shifting priorities or external pressures, the impact inside the workplace is becoming increasingly clear: psychological safety and trust are eroding.

According to Randstad’s 2025 Workmonitor report, fewer than half of employees (49%) trust their employers to create a culture where everyone can truly thrive. Additional 2025 research from Mental Health First Aid England and Henley Business School shows a continued decline in the number of employees who feel safe bringing their whole selves to work—a sharp reversal from 2020 and even 2024 levels. These changes closely track the rollback of equity-centred policies and practices.

The message from employees is unmistakable: they want workplaces where they feel heard, respected, and supported.

When Policies Disappear, Communication Becomes Critical

Equity-centred programs often provided structure for addressing fairness, inclusion, and wellbeing. When those frameworks disappear, leaders are left with a choice: allow trust to deteriorate—or intentionally rebuild it through how people communicate every day.

Psychological safety doesn’t live in a policy document. It lives in conversations:

• How managers respond when employees speak up
• Whether feedback is delivered with clarity and respect
• How conflict is handled—or avoided
• Whether employees feel safe asking questions or admitting mistakes

When communication breaks down, trust follows.

Why Psychological Safety Is a Communication Skill

Psychological safety is not about saying the “right” buzzwords. It’s about creating consistent experiences where employees feel:

• Listened to without judgment
• Clear on expectations
• Respected even in disagreement
• Confident their voice matters

These outcomes depend less on formal initiatives and more on how leaders communicate under pressure, during change, and in moments of tension.

That’s where targeted communication skills development becomes essential.

How Communication Coaching Supports Trust and Wellbeing

As a communication skills coach, I work with leaders and teams to:

• Build trust through clear, empathetic, and accountable communication
• Navigate difficult conversations without defensiveness or avoidance
• Strengthen listening skills that make employees feel genuinely heard
• Communicate feedback in ways that motivate rather than shut people down
• Create everyday interactions that reinforce fairness and respect

When leaders communicate with intention and skill, employees feel safer, more engaged, and more willing to contribute. This directly impacts retention, collaboration, and overall organisational wellbeing.

Looking Ahead: 2026 and Beyond

As organisations move forward without many of the formal DEI structures they once relied on, wellbeing and fairness won’t disappear as employee expectations. If anything, they will become even more central to how people evaluate their workplace.

Companies that thrive in 2026 and beyond will be those that:

• Invest in human-centred leadership
• Prioritise psychological safety as a performance driver
• Recognise communication as a core business skill, not a “soft” one

Trust isn’t built by policy alone—it’s built conversation by conversation.

If your organisation is ready to strengthen trust, rebuild psychological safety, and equip leaders with the communication skills today’s workplace demands, communication coaching is a powerful place to start.