Trust is a critical component of any successful organization. Without trust, relationships between employees, customers, and other stakeholders can quickly deteriorate, leading to a breakdown in communication and collaboration.

The relationship between privacy and trust is complex and intertwined. Privacy is an essential element of trust, as individuals and organizations are more likely to trust those who respect their privacy and protect their personal data. On the other hand, trust is crucial for promoting privacy, as individuals and organizations are more likely to share personal information with those they trust. A breach of privacy can erode trust and lead to negative consequences on the organization’s reputation, relationships, and overall functioning.

Privacy leadership and trust

Trust is built over time through a combination of factors, including open communication, transparency, consistency, and reliability. Leaders who are able to demonstrate these traits are more likely to inspire trust among stakeholders. In the context of privacy program leadership, trust plays a particularly important role. Leaders who are trusted by employees, customers, and other stakeholders are more likely to be able to effectively implement privacy programs that protect data while also meeting organizational goals, and complying with regulations. For example, a leader who is seen as transparent and reliable is more likely to be able to successfully communicate the importance of privacy to employees, and ensure that they adhere to established privacy policies and procedures.

How privacy leaders can build trust

The privacy leader sets the tone for the team culture and establishes norms of behavior. If the privacy leader isn’t focused on trust, then communication, collaboration, and innovation will suffer. So how can the privacy leader build trust within their team? It starts with creating a safe environment where people feel comfortable expressing themselves and taking risks. It means being transparent and authentic. And it requires establishing clear expectations and following through on commitments. Abbey Lewis from Harvard Business suggests that leaders can do a number of things to foster an environment of trust:

Be transparent

• Share information openly and candidly. Keep the team updated on what’s going on in the company and at the senior leadership level. Don’t withhold resources from employees or make decisions in secret.
• Provide regular feedback. Be clear about the team vision and expectations of team members. Share how employees are tracking toward their performance—both positively and constructively.
• Encourage open communication. Create an environment where employees feel comfortable speaking up and voicing their opinions—even if those opinions differ from leadership. Leaders can follow formal processes, such as anonymous surveys, as well as informal processes, such as asking employees for their thoughts on a workplace topic at regular check-in meetings.

Be authentic

• Start with self-awareness. Leaders become more authentic when they begin with knowing who they are – what they value, what they’re good at, how emotionally intelligent they are – and how others perceive them.
• Show vulnerability. When leaders reveal their trip-ups and failures, they are seen as more approachable and less arrogant, but showing vulnerability isn’t always easy. Start by sharing lessons from past mistakes or areas of development.
• Embrace the journey. The path to authenticity can be tricky. Nevertheless, the answer is not in pushing away difficult emotions or situations that might arise, but in embracing the ups and downs. And, above all, learning from them and sharing those learnings with team members.

Be reliable

• Follow through on commitments. To be reliable, leaders must ensure their actions line up with their words. Employees will quickly lose faith in a leader if they can’t rely on the leader to do as they say.
• Establish expertise. Employees don’t expect their leaders to know everything, but they do need to hold a certain level of confidence in their leaders’ capabilities. To build their confidence, root ideas in sound evidence, suggest industry best practices, and share trends, insights, and resources relevant to the team’s function.
• Demonstrate integrity and fairness. All team members should be able to rely on their leaders for fair treatment, especially when it comes to growth opportunities. Provide all team members with learning experiences so they can develop their skillsets, whether through projects, training programs, or other roles in the organization.

Trust is also important when it comes to complying with regulatory requirements. A privacy program leader who is able to establish trust with regulatory agencies is more likely to be able to successfully navigate the complex regulatory landscape and ensure that the organization follows relevant laws and regulations. This can be particularly important in the event of a data breach or other privacy violation, as trust with regulators can help mitigate potential legal and reputational damage.

Trust but verify

‘Trust but verify’ is a term in cybersecurity coined to describe traditional security approaches that emphasize protecting internal systems from outside threats using tools such as firewalls and passwords. The approach is based on the principle that employees have the right to decide what information they need access to and how much risk to accept.

Unfortunately, as technology and attackers have grown more sophisticated, the ‘Trust but verify’ method has become harder to maintain and less effective. Organizations have had to change their approaches to accommodate users that work from home, remote users, users that bring in their own devices, as well as cloud-based apps, other repositories, etc. The approach is similar in privacy and while we can trust stakeholders, we need to verify.

Marking Data Protection Day

Given the day that’s in it (and in fact now evolving into a week!!), it is important to recognize the intricate interplay between privacy and trust as we continue to navigate our way through the ever-evolving landscape of our digital world. Establishing trust in an increasingly interconnected society requires a delicate balance between the need for innovation and the preservation of individual privacy. Recognizing the inherent value of privacy is paramount in fostering a trustworthy environment. The foundation of trust lies in accountability, ethical practices, and a shared commitment to upholding the sanctity of private data. It is also imperative to acknowledge that privacy and trust are not static concepts but dynamic forces that will continue to evolve. Striking the right equilibrium requires ongoing dialogue, adaptability, and a collective dedication to building a digital future that respects the rights and concerns of individuals. By doing so, we can fortify the bonds of trust in our digital interactions and create a foundation that fosters innovation while safeguarding the essence of personal privacy in an ever-changing world.

Dr Valerie Lyons is Director and Chief Operating Officer of BH Consulting and co-author with Todd Fitzgerald of the bestselling book ‘The Privacy Leader Compass’.