Dentons’ chief executive has urged business leaders to make trust and human connection a central priority, warning that the drive for speed, scale and efficiency must not weaken the relationships on which successful organisations depend.
Technology has made it easier for businesses to reach customers and colleagues across borders, while reducing the routine demands of daily work. But the Dentons leader argues that progress must be balanced with opportunities for genuine personal contact.
Informal encounters, such as conversations in a lift, over coffee or in a corridor, can create connections that are difficult to replicate through scheduled virtual meetings. They can also provide opportunities for spontaneous coaching, feedback and advice at the moment they are needed.
The argument comes as businesses consider the impact of increased reliance on technology on trust and authenticity. Turning to automated tools for ideas or guidance can mean missing the chance to ask a colleague for feedback or seek help with a difficult conversation.
A report cited by the Dentons chief executive highlights the importance of strong relationships with stakeholders in achieving better business outcomes. Such relationships are often strengthened through informal interactions that sit alongside the formal demands of work.
The 2026 Edelman Trust Barometer is also cited as showing declining trust in many distant institutions and leaders, while confidence is growing within personal networks, including relationships with colleagues and employers.
Trust within teams can encourage people to speak candidly, challenge established views and raise concerns. Although that may create tension, mutual respect can allow ideas to be tested openly and help organisations reach better decisions.
Building trust in the workplace
The Dentons leader said businesses should deliberately create time for meaningful connection. During the pandemic, leaders made a greater effort to speak to staff about more than immediate work because personal contact had become harder to maintain.
At Dentons, the chief executive sets aside a regular “gratitude hour” to send messages recognising work that has been done well. Small gestures of appreciation, the leader said, can help employees feel valued and strengthen trust.
Large organisations should also find ways to feel smaller, with local leaders encouraged to communicate, share knowledge and learn from one another. Global communities organised around clients’ priorities can give staff a common purpose and make collaboration easier.
Listening is another priority, including spending time with new recruits and younger employees to understand their concerns rather than relying solely on formal town hall meetings. With clients, the emphasis should be on understanding their needs fully before offering solutions.
Consistency is equally important. Meeting commitments, behaving predictably and delivering a reliable service across different jurisdictions can reinforce confidence, while inconsistency can erode trust more quickly than it was built.
The Dentons chief executive said technology would continue to transform working practices, but lasting success would depend on actions, relationships and human connection that cannot be automated or accelerated.
