CEO Trust Increases Employee Engagement 41% and ADP’s Maria Black

Why Trust Matters in Leadership

Trust between employees and senior leaders is more than a feel‑good concept. Research consistently shows that when workers feel confident that their leaders act with integrity, transparency and consistency, they are more willing to invest effort, share ideas and stay with the organization. A culture of trust reduces turnover, improves collaboration and creates a foundation for higher performance.

Maria Black’s Insight on Engagement

In a recent conversation with Fortune, Maria Black, chief executive of the payroll and human‑resources powerhouse ADP, explained that the link between trust and engagement is straightforward but requires deliberate action. She said that leaders who communicate openly, admit mistakes and follow through on promises create an environment where employees feel valued and motivated.

Data Behind the 41 Percent Figure

Black cited internal surveys that measured employee sentiment across ADP’s global workforce. The data revealed that employees who reported high levels of trust in their CEO and senior leadership were 41 percent more likely to be fully engaged in their roles. This statistic aligns with findings from the Gallup employee engagement research, which shows a strong correlation between trust in leadership and overall engagement scores.

Practical Steps to Build Trust

Translating the insight into everyday practice involves several concrete actions. Black highlighted four key behaviors that senior leaders can adopt:

• Communicate purpose and strategy regularly, using clear language that connects daily work to the broader mission.
• Show vulnerability by acknowledging challenges and sharing the reasoning behind difficult decisions.
• Deliver on commitments; when promises are kept, credibility grows.
• Invite feedback and act on it, demonstrating that employee voices shape outcomes.

Implementing the Behaviors

Leaders can embed these behaviors into existing routines. For example, weekly town‑hall meetings can become a platform for transparent updates and Q&A sessions. Managers can set aside time each month for one‑on‑one conversations that focus on listening rather than reporting.

Measuring Trust and Engagement

Effective measurement is essential to track progress. Companies often use pulse surveys that ask specific questions about trust, such as “I feel my leader acts in the best interest of the team.” Pairing these results with engagement metrics—like willingness to recommend the company as a great place to work—provides a clear picture of the relationship.

The Society for Human Resource Management recommends combining quantitative data with qualitative insights from focus groups to capture the nuances of employee sentiment.

Implications for Organizations

When trust rises, the ripple effects touch every corner of the business. Higher engagement leads to better customer service, stronger innovation pipelines and lower absenteeism. For a company like ADP, which provides payroll and HR solutions to millions of workers worldwide, the stakes are especially high. A trusted leadership team can translate internal confidence into external brand strength.

“When people trust their leaders, they bring their whole selves to work. That energy fuels productivity and creativity,” Maria Black said.

Building that trust is not a one‑time project. It requires continuous effort, honest communication and a willingness to adapt. Organizations that embed trust into their leadership DNA are better positioned to navigate market disruptions and sustain long‑term growth.

By following the steps outlined by Maria Black and grounding initiatives in reliable data, companies can move the needle on employee engagement and create workplaces where people are eager to contribute.