Early in my career, I experienced a pivotal moment that positively changed my life at work. It was an epiphany – a mental “click” that has guided me throughout my career. This moment of clarity occurred at a leadership luncheon in Tulsa, Oklahoma. The speaker was Scott Caewood1 with the Great Place to Work Institute. I had never heard such a compelling, fact-based presentation about the direct link between great places to work and financially successful companies.
Caewood’s compelling, scientifically based presentation proved that most financially successful companies in the United States had one ingredient that was the difference maker – trust. Trust, not perks, benefits or programs was, he said, the real engine behind great workplaces, and great workplaces are what ultimately drive long-standing, financially successful companies.
The Institute defines a great place to work as one where “employees trust the people they work for, take pride in what they do, and enjoy the people they work with.”
Trust is a soft idea that delivers hard results. Let’s look at the specific benefits to organizations with high-trust cultures…
Benefits to companies with high-trust cultures:
Financial – 4x greater stock returns
Talent – 15x more attractive to job seekers
Retention – 50% less turnover
Agility – 27% increase in ability to thrive during change
Innovation – 200% greater employee-led innovation
Productivity – 86% benefit from employees giving extra effort
Benefits to employees working in high-trust cultures:
Better overall well‑being – Employees are nearly 4x more likely to feel holistically healthy (physical, mental, social, and financial).
Higher engagement and motivation – Employees are 2x as likely to be engaged and 60% more motivated to work.
Lower burnout, absenteeism, and turnover – Employees have 41% lower absenteeism and are 50% less likely to look for another job, meaning more stability and less job‑hunting stress.
Greater ability to adapt and thrive – Employees are 28% more likely to adapt quickly to change and perform better under pressure because of these supportive cultures.
More willingness to go above and beyond – Employees are 42% more likely to give extra effort to get work done and feel psychologically safe to contribute, collaborate, and take initiative.
More innovation and creativity – Employees are 45% more likely to say their workplace celebrates innovation and trying new things by reducing fear of failure, which unlocks creativity.
Stronger sense of belonging and connection – Employers foster open communication, recognition, fairness, and listening – behaviors employees say matter most. This leads to deeper camaraderie and a more enjoyable work experience.
Great workplaces are the responsibility of leaders, and they create a high‑trust environment by consistently demonstrating credibility, respect, and fairness—the three pillars at the core of the Great Place to Work Trust Model. These behaviors shape the employee experience, and determines whether they feel safe, valued, and motivated.
Credibility – Credibility grows when leaders communicate clearly and follow through on their commitments. People trust management when words and actions consistently align.
Respect – Respect is built when leaders listen, involve employees, and support their success. When people feel valued as individuals, they bring more energy and commitment to their work.
Fairness – Fairness comes from consistent treatment, transparent decisions, and a level playing field. Employees trust leadership when opportunities and accountability are applied without favoritism.
It has been over thirty years since that career-changing presentation, and it still holds true. While there are volumes that can be written about this topic. If you are a leader, or aspiring leader, I hope my transformative experience will motivate you to explore, share and model this in your life at work.
- Currently, Dr. Scott Caewood is the CEO of WorldatWork, the global nonprofit association focused on compensation, benefits, and total rewards. ↩︎
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