We live in a time when every day begins with the news and ends with checking whether that news is actually true. A time when the country’s agenda can change overnight, and suddenly everything that seemed stable turns out to be fragile; institutions that were supposed to provide support become sources of doubt; and even those we considered “unshakable” make mistakes, fail to keep up, or lose their bearings.
Ukrainian society today is experiencing a crisis of trust – deep, complex, and at times painful. This crisis has no single cause. It is the result of war and the trauma it has brought with it. Of economic shocks and serious miscalculations. Of the self-sacrifice of some and the abuses of others. Of institutional failures and an unwillingness to address their root causes. Of the struggle for democratic ideals and the shortage of one of democracy’s most important features – social justice. It is also the result of inflated expectations caused by poorly thought-out information policies, as well as hostile manipulation of these expectations.
Yet behind the darkness that seems to surround us from every side, it is important to notice the most important thing: a crisis is always an opportunity for change. It is precisely in such moments – in the cracks of existing systems – that the conditions emerge for new social norms to be born. For a new kind of Leadership. Leadership that is not afraid to acknowledge complexity and work with it; that builds trust not through declarations but through actions; that knows how to listen, see, and explain. And this is exactly what we will discuss today.
Why Does the Decline of Trust Hurt Us So Much?
Trust is not an abstract moral category. In the sixth episode of the “Leadership Podcast,” Andrii Rozhdestvenskyi – Executive Director of the UCU Leadership Center – noted that trust is, in fact, a genuine foundation of economic development. Trust can rightly be considered the “fuel” of innovation, the raw material of social capital, and the factor that enables businesses to make decisions quickly, communities to organize themselves, and societies to withstand shocks.
Now imagine for a moment: what happens when Trust as a social phenomenon disappears?
- transaction costs increase – endless contracts, repeated checks, and double controls are all part of this;
- paranoia emerges – informational, political, and corporate;
- decision-making slows down because every step requires additional approval;
- talented people leave for environments where there is more predictability;
- society becomes fragmented.
Ukraine is currently living under precisely these conditions. But we must acknowledge honestly that this is not due solely to internal failures.
Five Forces Undermining Trust in Ukraine
- War and chronic uncertainty
War is not simply a risk. It is a daily reminder that the future is not guaranteed. That every evening may be the last. And that the next morning may bring news capable of changing literally everything.
War makes people more community-oriented, but less inclined to trust systems. We trust those we see nearby: volunteers, loved ones, colleagues, or fellow soldiers. Yet we trust much less those who are far away and make strategic decisions. This is a natural psychological reaction, and it cannot be ignored.
- Information attacks and fatigue from constant noise
We live in an era in which there is more information than we have the capacity to verify. Algorithms amplify emotionally charged content, disinformation disguises itself as “expert opinion,” and global influence campaigns are aimed at undermining our internal resilience.
In practice, information warfare has become the cheapest way to destroy trust between citizens and institutions.
- Institutional failures, corruption scandals, and protracted reforms
Honesty is important here: although Ukrainian institutions have grown stronger over the past decade, they still cannot always claim the trust of society. Failures in public registries, non-transparent decisions, persistent cronyism and corruption scandals, failures of mature communication, and unsuccessful reforms do not disappear without consequences.
We live in a country where every positive example has to prove its “normality” many times longer than a negative one does. This, too, is part of the reality of Trust.
- Economic fatigue and declining business confidence
Businesses are exhausted from operating in a constant state of adaptation: chaotic changes to the rules, selective mobilization, relocation difficulties, infrastructure risks, rising costs, and shifting demand. Under such conditions, trust in forecasts, strategies, and government policies naturally declines.
Businesses are now operating under some of the most difficult conditions since Ukraine gained Independence. And this exhaustion, too, is about Trust.
- External attacks on social cohesion
For decades, Russian intelligence services have invested in instruments designed to destroy Trust – through information operations, cyberattacks, and manipulation of public opinion. This is not a “conspiracy theory,” but a set of publicly documented facts established through international investigations and academic research. Naturally, Ukraine is one of the most important targets in this regard.
Under such conditions, Trust becomes not an emotion, but a management skill. When everything is unstable, Trust becomes a competitive advantage. When everything is complicated, it becomes a tool. And when society is exhausted, it becomes a source of energy.
A leader who knows how to restore Trust gains a team that works faster. Colleagues who are not afraid to propose ideas. Clients who remain loyal. And ultimately, a Community capable of acting together. This is what, without exaggeration, becomes the economy of Trust.
How Can Trust Be Built in Times of Disillusionment? A Guide for Leaders
There are many works – some highly relevant to our current realities, others hopelessly outdated – devoted to Trust, crisis Leadership, and social resilience. Each approaches in its own way the factors that are important for building relationships of trust: within teams, communities, or even an entire state.
Yet most of them contain recommendations that can quite reasonably be called universal. And these are the ideas our team would like to share with you today:
- Do not hide the truth – explain it.
People fear the unknown more than bad news. Transparency works as a stabilizer: when we understand the reasons and logic behind decisions, we speculate less, suspect less, and feel less anxious.
For businesses and communities, this means:
- regular and, most importantly, understandable reports and statements, even if they are brief;
- transparent and fair “rules of the game” for everyone involved;
- explanations of why we are doing something this way rather than another way.
- Be the first to acknowledge mistakes – it earns respect.
Modern leaders do not hide mistakes. They explain them. This creates an environment of safety and honesty. The formula is simple: Mistake – Explanation – Correction Plan – Clear Deadline – Implementation Report.
The moment you take responsibility, you gain the most valuable thing – Trust.
- Build feedback as infrastructure.
Trust rests on two questions: “Am I being heard?” and “Am I being understood?”
Team surveys, feedback mechanisms, and regular dialogue are not bureaucracy. They are ways of demonstrating: “Your opinion is part of how we make decisions.”
- Share real authority, not illusions.
The fastest way to destroy Trust is to invite people to participate while giving them no real influence.
A leader who delegates not minor technical tasks but genuine decision-making authority gains a team that begins to believe in the project as if it were its own.
- Engage experts as “anchors of Trust.”
People trust those who possess competence and an independent perspective. Experts, scholars, and respected professionals can therefore serve as “external amplifiers” of trust within a team, community, or company.
- Support local networks – they are often more resilient than systems.
This is one of the paradoxes of war: large institutions may become unstable, while small communities remain resilient.
That is why investing in volunteer networks, local initiatives, and business communities is an investment in Trust.
People trust those they know. Strengthen these networks – and you strengthen the country.
- Create rituals of Trust.
Simple practices work well in companies and communities:
- joint reviews of situations without punishment for honesty, following the principle known in the military as the After Action Review (AAR);
- public recognition of each person’s contribution;
- brief weekly, or even more frequent, synchronization meetings;
- joint volunteer projects.
Rituals are the foundation of our accountability. They are a tool for establishing a truthful “picture” of events. And, as a result, they become the “cement” that holds Trust itself together.
Ukraine’s Future Depends on Leaders’ Ability to Build Trust
In 2025, as Ukraine goes through an especially difficult stage of the war with Russia, Trust has become not merely a social phenomenon, but a strategic resource of the state. Without exaggeration, the future of our country depends on our ability to work with it.
At a moment when the difficult situation at the front is combined with the objective exhaustion of society, periodic abuses by representatives of government, and behind-the-scenes political maneuvering on the international stage, the level of Trust will determine whether Ukrainian society can find the internal resources to continue its “marathon.”
And this is not only about Victory in the war for the right to remain ourselves. It is also about what awaits us in the future: years of recovery, reconstruction, reforms, new institutions, unpopular decisions, and new partnerships.
These processes can either deepen Ukrainians’ disillusionment or, if the proper conclusions are drawn, finally give us a chance to live in a society where Trust and Dignity are not empty words.
These changes cannot happen without leaders who:
- speak honestly;
- look toward the future;
- do not hide behind complexity;
- work with people, not “above” them;
- build Trust as a system rather than as a fleeting emotion.
We can restore Trust. We can build strong teams, strong businesses, and strong institutions. But for that to happen, everyone who calls themselves a leader must begin with a simple question:
“Do the people I work with trust me? And what have I done today to strengthen that trust?”
Source: uculeadership.com.ua
