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Rebuilding Trust through Optimism – A Pathway to Addressing the Era of Grievance
By Robert Masters AM
In today's politically polarised world, restoring trust is imperative to fostering optimism among Australians in both corporate and community spheres.
The recently released 2025 Edelman Trust Barometer has highlighted a profound yet surprising shift to accepting aggressive action, with political polarisation and deepening fears giving rise to a widespread sense of grievance. It has highlighted that elections have failed to improve trust, an unprecedented global decline in employer trust, and the fear that leaders – from politicians to business to the media (journalists and reporters) – are ‘lying to us’ at an all-time high.
In presenting the findings, Edelman Australia chief executive Tom Robinson said a surprising finding was the lack of optimism for future generations from respondents in Australia. Only 17 per cent of Australians believe that the next generation will be better off compared to today.
"Australians are simply not feeling optimistic about our future prosperity and this lack of hope is one of the key factors driving a sense of grievance," Mr Robinson said.
In the midst of the fog of pessimism, trust continues to serve as the foundation for effective leaders, encouraging collaboration, innovation, and resilience in the face of adversity.
It is also one of the foundations for optimism, as highlighted in The Optimism Principle published by The Centre for Optimism:
“The answer to life’s most pressing questions is optimism.”
• 54 min
The Optimism Principle
That Optimism Man Victor Perton
Play
The Optimism Principle asserts that maintaining an optimistic approach is critical for effectively confronting and overcoming most problems and challenges. It empowers people, leaders, and organisations to seize growth opportunities. It is the key to great leadership, innovation, process change, and the essential ingredient of resilience. Optimism is a state of mind, not a state of the world. It is about seeing today’s reality, imagining a better tomorrow, and taking decisive action to bring that vision to life.
This is where the Principle and its companion frameworks for business and government policy and strategic planning—such as The Optimism Economy and the Framework for an Optimistic National Narrative—are crucial to addressing the deepening divisions within communities and rising scepticism.
Over the past decade, we have observed a sustained decline in optimism and a troubling erosion of trust in leadership across the English-speaking world. Nowhere is this decline more marked than in Australia. The Edelman research matches Gallup’s latest Global Leadership Report, What Followers Want, and sends a clear message: people crave optimism, positivity, and hope in their leaders.
The recently released report, Dissatisfaction with Democracy and Perceptions of Future Directions: Survey of Trust and Satisfaction in Australian Democracy: Additional Insights #2, provides a deeper understanding of dissatisfaction with democracy in Australia, and highlights the critical role of life satisfaction, civic engagement, and trust in shaping attitudes toward democracy.
Life Dissatisfaction and Distrust of Democracy Are Linked.
The findings reveal that individuals with low life satisfaction are more than three times more likely to be unsure about democracy's future and more than four times more likely to want to replace the current system entirely. These insights underscore the interplay between personal wellbeing, trust, and optimism in shaping perceptions of democratic systems.
As my friend Victor Perton says:
“Optimism is the foundation of trust, and trust helps build optimism. In a world where fear, anxiety, and pessimism are often exploited for economic gain, cultivating optimism becomes essential for individual well-being and the health of communities and societies. Optimism is a powerful force that drives trust. When people feel optimistic, they are more likely to trust others and institutions.”
This kind of leadership bridges the widening chasm highlighted in the Edelman Barometer. It creates environments where trust is restored, dialogue flourishes, and hope is rekindled.
Leaders can rebuild trust, instil hope, and inspire collective action by actively addressing concerns and fostering inclusivity.
In corporations, this means prioritising ethical practices, valuing employee well-being, and genuinely engaging with stakeholders. Trust nurtures a positive, optimistic workplace culture, which in turn fuels productivity and satisfaction.
At the community level, this means cultivating relationships grounded in empathy and respect. Initiatives encouraging civic engagement and collaboration build social cohesion and foster a future-focused mindset.
When faced with the reality of the Edelman report, optimism and trust must be intentionally rebuilt. They catalyse unity, progress, and a brighter, more cooperative future.
Political and business leaders must do more than express optimism. They must act on the optimism of their people, stakeholders, and customers. This active optimism drives the trust and resilience essential for navigating complex challenges.
Simple Practices for Leaders
Some practices for leaders are quite simple.
Victor Perton says: “Some practices for leaders are quite simple. Smile and say hello—let your presence radiate warmth. Replace ‘How are you?’ with joyful questions like ‘What’s been the best thing in your day?’ Visualise your best self and lead from that vision. Ask your people, ‘What makes you optimistic?’—it opens hearts and minds. Surround yourself with optimists; optimism is contagious. Practise daily gratitude, celebrate what’s going well, and recognise the optimists in your team. These simple habits build resilient, high-performing, trust-filled cultures—and they start with the leader looking at you in the mirror.”
The era of grievance can and must be replaced by a virtuous cycle of trust and optimism.
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