In this episode of The Talent Tango, Amir sits down with Ashley Utz, Chief People Officer at Happy Money, to explore the complex task of rebuilding trust within organizations—especially during periods of change like layoffs, restructuring, or leadership transitions. Ashley offers a nuanced perspective on the differences between personal and organizational trust, shares frameworks like Covey’s “Speed of Trust” model, and emphasizes the critical role of middle managers in trust-building. With timely insights and practical strategies, this conversation is a must-listen for HR and talent leaders navigating today’s uncertain workplace climate.
Trust Starts at a Deficit
Assume employees are coming in with skepticism due to societal and institutional breakdowns in trust. This sets the foundation for how HR and leadership must engage.
Define the Type of Trust You’re Building
Organizational trust differs from personal trust. It’s less about emotional intimacy and more about clarity, consistency, and respect.
Two-Part Trust Model: Character + Competence
Drawing from Stephen Covey’s "Speed of Trust" model—great leaders are both good people and good at their jobs. You need integrity and execution in equal measure.
Layoffs Are Trust Landmines
When handling layoffs or restructures, transparency around the "why", dignity in treatment, and careful follow-through on promises are essential.
People Trust People—Not Institutions
Managers are frontline trust builders. Equip them to communicate with care and personalize messages to their teams.
00:00 – Intro to Ashley Utz and Happy Money’s mission in financial wellness
01:53 – Trust in institutions is at historic lows; how that affects workplace dynamics
03:30 – The paradox of radical transparency and why "oversharing" can backfire
04:37 – Personal vs. organizational trust: clarity, consistency, and fairness vs. emotional loyalty
08:28 – Covey’s Trust Model: character + competence
11:10 – Trust is built top-down, bottom-up, and especially in the middle
14:09 – How to communicate during layoffs and restructuring with empathy and clarity
17:11 – Managers’ role in contextualizing top-down messaging and building daily trust
20:11 – Final takeaway: "Trust is quiet... earned in the little things, lost in the gaps, and rebuilt through action"
“Trust is quiet. It’s earned in the little things, lost in the gaps, and rebuilt through action. It’s not about being perfect—but about being worthy.”
