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Edelman’s Trust Barometer has become an industry standard intelligence resource. Their 2026 report and accompanying top 10 findings guide offer interesting data to explore.
This memo is meant to direct attention to useful background findings for companies and organizations seeking to navigate their communications strategy for the coming year.
Edelman’s 2026 analysis focuses on the concept of “insularity,” meaning that individuals are less likely to trust individuals, organizations, and ideas with which they do not already agree. Their analysis states…
“As economic anxiety, geopolitical tension, and technological disruption intensify, people are narrowing their world to smaller, familiar circles that reflect their views, and this hinders economic and societal progress. 70% of people are either unwilling or hesitant to trust someone whose values, facts, problem-solving approaches, or cultural background differ from theirs…”
Key Insights:
1. Create Comparisons to Government:
Trust in business is high at the moment because trust in government is incredibly low. Dismal approval ratings for Congress and the federal government are nothing new. But Edelman’s data suggests that the anti-corporate sentiment, prevalent from 2020-2025, may be diminishing as a result of views that government is increasingly less competent and unethical.
Communications Strategy: In a sea of uncertainty, be a rock of stability for your clients, members, partners and employees – specifically in comparison to the unprecedented volatility they perceive from the government.
We are already noticing companies and executive communications employing this strategy. The Washington Post analyzed the language used in Q2 and Q3 2025 earnings calls. They found that corporate leaders were employing a more optimistic tone and focusing more on messages of stability and strength.
Words like “volatility” dropped from 247 mentions in Q2 to only 124 mentions in Q3, whereas terms like “strength / strengthen” increased from 397 mentions in Q2 to 524 mentions in Q3. Our take: instead of focusing on what you can’t control, pivot to proactively communicating about what you can control, and do so with optimism.
2. Internal Comms Takes Center Stage:
This year’s Edelman data focusing on insularity suggests an opportunity to nurture the employer-employee relationship. While trust has decreased in national government leaders (-16), major news organizations (-11), and foreign business leaders (-6), trust has significantly increased amongst an individual’s inner circle, specifically amongst their neighbors, family and friends (+11), coworkers (+11), and CEO (+9).
Seven Letter Insight data suggests that trust in one’s employer has an inverse relationship to the strength of the job market. In short, individuals are more likely to cultivate their position and relationships within their company when their prospects of employment elsewhere diminish.
Edelman’s Trust Barometer signals a net six percentage increase in individuals worrying about losing their job as a result of a looming recession. Our takeaway: your company’s workforce is more receptive to internal messaging now than at any point since the pandemic.
Internal Communications Strategy: Conditions suggest that now is a perfect time to foster increased trust and loyalty with your employees through a strategic communications strategy. According to Ipsos’ Internal Communications Index, the strength of internal communications has a direct impact on trust.
Your internal communications strategy should speak directly to your employees’ needs. Axios’ State of Internal Communications challenged employees to rank different types of information they might seek from their employers. They are (in order)…
Based on this data, Seven Letter Insight believes that 2026 will provide optimal context for building employee engagement, strengthening talent retention, and aligning your workforce. Employees are listening and open to your message.
3. A New Year. A New(ish) Responsibility.
Edelman’s Trust Barometer measured the gap between different institutions’ obligation to bridge divides compared to metrics of how well that institution is faring at accomplishing that goal. The smallest gap appeared among “my employer.”
Data suggests that your internal communications strategy can play a role in mitigating societal polarization. At first glance, most companies might wonder whether this role aligns with business goals. However, data shows that increasing polarization and insularity could impede progress and business growth.
Internal Communications Strategy: Employees suggested that their employers are well positioned to create a positive change in the world. The most effective strategies identified include:
- Promoting a shared identity and culture so that employees are reminded of what unites them rather than divides them. (82% selected)
- Building teams that will require people with different values to work together to succeed. (81% selected)
Data also suggests that CEOs can play an outsized role in fulfilling this new social responsibility by leading by example.
- Ensure CEOs consult people with different values and backgrounds when making business decisions. (75% selected)
- Have CEOs constructively engage with groups who criticize or distrust the company. (74% selected)
4. A Viable Alternative to Taking a Public Stance:
Since 2020, there has been increased social pressure for companies to take a position on highly divisive issues. It’s a nightmare scenario for corporate communications. When handled incorrectly, it risks alienating roughly half of your audience.
Edelman’s data suggests a different approach. Instead of taking a side, the preference is to have businesses act as trust brokers, encouraging and facilitating cooperation rather than signaling support for one side vs. another. Consider this survey question:
When responding to a highly divisive social issue, a business could earn my trust by…
- 35% – Encouraging people to cooperate on finding solutions without taking a side
- 28% – Supporting the position that is true to its values
- 13% – Supporting my position
- 13% – Not taking any public position on the issue
Corporate Communications Strategy: The 2026 Trust Barometer suggests that employees and consumers no longer want a company to take a side on divisive issues. They’d much prefer the company remain neutral (48%) than support one side vs the other (41%).
Note that this does not mean they’re looking for companies to not engage… but rather to engage differently. By brokering cooperation rather than taking a side, corporations can maintain trust with a broader set of employees and consumers.
Data also suggests that forming key relationships with social media influencers can have an impact.
Conclusion:
2026 represents an opportunity to build trust internally and externally for the businesses who take a strategic approach to their communications. Some important approaches identified from the Trust Barometer data indicate that companies should…
- Frame value offerings in terms of stability (against a volatile world and government context).
- Invest in internal communications as employees are more receptive than normal to messages from their employers.
- Work to bridge divides by creating connections for employees.
- Embrace a role as a collaborator and trust broker rather than taking a stance on divisive social issues.
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