Renegotiating trust: Why 2026 is the year of the trust broker
Trust has become the scarcest resource of our time. Brands that want to remain relevant in 2026 must be more than just senders—they must act as trust brokers, comments Verena Gründel.
This number shakes me – and yet it hardly surprises me:
Only 15% of people in industrialized nations believe that the next generation will be better off than today. In Germany, it’s just 8 percent; in France, only 6. Future optimism? Not a chance.
The Edelman Trust Barometer 2026 speaks for itself: thanks to the many crises and challenges we face, it’s not just trust that is declining. People are retreating into their shells. 70% are either unwilling or hesitant to trust anyone who holds different values, worldviews, or consumes different media. People are isolating themselves.
This loss of trust is not abstract nor private. It directly affects innovation, the working atmosphere, and even economic prosperity:
- 42% of employees would rather change departments than report to a manager with very different values.
- 34% of employees would reduce their effort for a project lead with opposing beliefs.
These figures show that there is more at stake than harmony.
More nationalism, even in the shopping basket
Trust is becoming increasingly national and local. While institutions like media and governments are losing ground, one’s own CEO, colleagues, family, and immediate environment are gaining in importance. Global companies are also losing authority, while trust in domestic brands is increasing.
This mistrust even goes so far that 34 % of the general population is willing to accept higher prices and less choice to keep out foreign companies. There’s a real risk that globalization may continue to unravel.
Trust brokering: the courage to mediate
What we need now are bridge builders. Edelman calls them trust brokers. Even the most isolated groups trust their colleagues, their own CEO, scientists, teachers, and neighbors. They even trust influencers. They can all promote dialogue and diversity, open up spaces for discussion with critics, and rebuild trust.
Brands can also do their part by:
- Cooperating instead of taking sides: 35% of people find it most effective when companies encourage people to to cooperate on finding solutions without taking a side.
- Emphasizing common interests: Instead of trying to change customers’ opinions, brands should translate the needs and realities of different groups to each other.
- Involve critics: 74% of people think that talking to groups who don’t trust the company is a good way to build trust.
- Harness the power of influencers: 62% of people who follow a lifestyle influencer they trust would be willing to trust a brand they previously rejected if the influencer recommended it.
- Strengthen employer branding: The workplace is one of the few places where people with different worldviews still come together. Brands should use their role as employers to mitigate social divisions.
The economy—whether brand, CEO, or employee—is at a historic crossroads today. It can reinforce polarization or restore trust. Can we please take the chance?!
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