Recent business closures, like Spirit Airlines and numerous retail stores, have left employees stranded and seeking emergency financial assistance. These sudden disruptions, driven by factors such as AI and economic uncertainty, force companies into rapid decision-making. However, speed without active listening can lead to lasting reputational damage and a significant erosion of trust. Research indicates that less than half of employees have faith in their senior leaders, raising questions about maintaining trust internally and externally.Building internal assurance requires acknowledging employees' opinions and being transparent about what can and cannot change. Externally, client confidence is fostered through genuine understanding and collaborative problem-solving, rather than mere pitches. CEOs are expected to bridge divides and build trust, yet many are failing to do so effectively. Consulting diverse perspectives and engaging with critics can improve this.A 70/30 speaking rule, prioritizing listening, helps individuals feel heard and understood, often making disagreeable decisions more acceptable. Even in survival situations, transparent communication and advance warning can mitigate the feeling of being blindsided. Trust is a borrowed commodity, tested by whether promises are kept and relationships are valued.Social capital, built through trust with external partners, provides stability during business changes and drives growth. Internally, trust means believing in the fairness of decision-making processes, even amid disagreements. Companies that empower project teams and incorporate diverse input into strategic decisions foster this trust. Ultimately, significant strategic choices involve human judgment, loyalty, and conviction, which cannot be solely measured by data.