CEO Corner: It’s a Matter of Trust

This article was originally published in The Nonprofit Times.

How Nonprofits Can Lead the Way in Rebuilding Public Confidence 

Public trust is increasingly scarce, but nonprofits have a unique opportunity to step up and rebuild it where it’s needed most. According to a recent study by the IU Lilly Family School of Philanthropy, only 39% of people trust nonprofits to “generally do what is right.” As hard as that figure might be to believe, it’s higher than the public trust in the Supreme Court (14%), Congress (6%), and large corporations (6%), which hover at record lows. 

The polarization in our society, coupled with the erosion of trust in institutions we once relied on as unbiased purveyors of truth, presents both a challenge and an opportunity. For nonprofit leaders, the task is clear: step into the trust vacuum, foster meaningful relationships with donors, and actively rebuild the public’s trust in our organizations. 

Trust in Nonprofits and Philanthropy 

For nonprofits, trust is not just a virtue—it’s the currency of our work. Trust drives giving, engagement, and ultimately, our ability to create lasting impact. Whether we are talking about the healthcare sector, education, or social services, succeeding in our missions depends on the public’s belief in the value of what we do. 

In healthcare, trust is foundational. Patients must trust clinicians to make the right decisions for their health, and hospitals rely on the trust of their communities to provide care and invest in research that can change lives. But that trust is fragile. Many healthcare institutions that were once seen as reliable stewards of innovation and care no longer enjoy the confidence of the public. 

According to Edelman’s 2024 trust index, global trust in innovation has plummeted, with only 45% of respondents trusting government officials to tell the truth about new technologies. Interestingly, “people like me” and scientists maintain higher trust levels, each at 74%. This reinforces a critical shift: trust now stems from personal connection and experience, rather than institutional authority. 

Trust Is Local 

Edelman’s research from 2005 revealed a pivotal shift in trust—away from established authorities and toward peers. This trend has only accelerated since then, especially with the rise of social media, which has created a sense of familiarity between audiences and influencers. Platforms like TikTok make us feel closer to individuals, as if we actually know the people sharing their ideas, while large organizations often seem monolithic—distant and impersonal. 

This pattern is also evident in healthcare. A study from NORC found that 85% of people trust nurses, 84% trust doctors, and 72% trust hospitals. However, trust declines the further we move from direct patient interaction: only 56% trust government agencies, and just 33% trust pharmaceutical or insurance companies. Trust is personal—it thrives on human connection. 

The Power of Engagement 

Independent Sector’s Trust in Nonprofits and Philanthropy study found that the most effective way to build trust is for people to engage directly with the work of the organization. Nearly 80% of people who volunteered for a nonprofit reported a more favorable view of that organization. The lesson is clear: personal experience drives trust. 

This is why fostering deep connections with donors, volunteers, and staff is essential. Achieving these close ties relies on staff continuity and long-term relationship-building. And yet, when budgets tighten, it is often stewardship and volunteer management—critical areas that nurture these very relationships—that get cut first. Cutting these positions results in a shift toward transactional interactions, and a missed chance to deepen the trust that sustains our organizations in the long-term. 

When Trust Is Broken 

Unfortunately, trust is hard won and easily lost. This is especially true in healthcare, where the nuances of healthcare and healthcare finance are lost on most reporters, and media coverage often focuses on failures in care or billing practices rather than the daily heroics of clinicians. The public, also unfamiliar with the complexities of healthcare finance, tends to attribute both positive and negative experiences to the hospital. Excellent care is credited to the doctors and nurses; billing disputes are blamed on the hospital, not the insurance company. Because of this dynamic, when trust in a healthcare institution falters, the community quickly questions whether it is delivering on its mission.  

This is exactly the moment when relationships matter most. Are our staff, volunteers, and donors prepared to stand by the organization and explain both what went wrong and how we plan to make it right? A crisis can either deepen trust or destroy it—depending on how it’s handled. 

Organizations that handle crises with transparency and accountability often emerge with stronger community support than before the issue arose. In these moments, the value of deep personal relationships becomes evident. 

Hardwiring Trust Building

As we look toward the future, I believe nonprofit leaders must prioritize developing and deepening trust as a core part of our missions. This may mean investing in dedicated stewardship or community relations staff who can foster long-term relationships with volunteers and donors. It could mean changing how we listen to and engage with the people we serve, ensuring that they feel seen, heard, and valued. It could also mean sharing stories about the real people we’ve served and their experiences with us to create a tangible connection between our organizations and the communities we serve. 

It will almost certainly also mean investing time in relationships with other nonprofits within our sector.  By building trust and partnerships with other organizations that share our mission, we can amplify our impact and broaden the number of people who feel connected to our work. 

In a time when trust in institutions is scarce, nonprofits have the opportunity—and the responsibility—to lead the way. I have great hope that if we commit to an honest audit of how we are perceived and invest in relationships, we can rebuild trust in our sector and make a lasting difference in the world. If not us, then who?