At a time when global order feels increasingly fragile – from economic nationalism to regional conflict, from misinformation to media polarisation – the role of trust in financial storytelling has never been more vital. A recent panel discussion, in conjunction with Financial Narrative, brought together industry leaders to explore how institutions can navigate this complexity with clarity, credibility, and integrity.

Redefining Trust in Financial Services

Trust has always been a precious commodity, but today, its context has shifted. Rather than striving to be universally trusted, organisations must identify the specific areas where trust is most critical. For financial institutions, this often means demonstrating an unwavering ability to safeguard client money, ensure data security, and communicate transparently. Trying to be trusted in every domain is not only unrealistic but unnecessary.

The conversation highlighted how institutions can lead by example in rebuilding societies, such as working with governments to support post-war economies, while avoiding the trap of conflating trust-building with the pursuit of personal or organisational agendas.

Client Centricity in the Age of Innovation

Trust is also built through action, especially when it comes to innovation. Several institutions are leveraging AI to improve client outcomes, from identifying supply chain risks to modelling tariff changes. These tools not only enhance insight but also serve as tangible proof of client-centric innovation. Used thoughtfully, they can counterbalance public anxiety around AI and bolster institutional credibility.

However, with innovation comes complexity. Leaders must be equipped to answer difficult societal questions, even when there are no easy answers. Making decisions under pressure, especially in geopolitically sensitive contexts, requires preparation, consistency, and strategic clarity.

Consistency is Non-Negotiable

In an era of media fragmentation, consistency is the cornerstone of credibility. Global institutions cannot afford to take contradictory stances across different markets. While regional sensitivities matter, particularly when engaging with nuanced topics like ESG or DEI, the overarching narrative must be clear and cohesive.

A strategic shift from “saying” to “showing” has emerged as a key communications principle. Rather than championing buzzwords, effective institutions are anchoring their messaging in meaningful stories – whether that’s creating inclusive banking environments or leading conversations around faith and neurodiversity in the workplace. Even as certain terms become politically or socially loaded, the underlying values remain important to both employees and customers.

Preparing Leaders for High-Stakes Visibility

Leadership under pressure requires balancing transparency with resilience. As political, legal and reputational risks expand, communications teams play a crucial role in preparing leaders – not just for crises, but for credible day-to-day visibility.

This includes horizon-scanning, deep understanding of potential pressure points, and the courage to challenge decisions internally before they manifest publicly. Structured thinking, forward planning, and consistency across departments help mitigate risks and create room for leadership to be human without being vulnerable.

Before the Storm – How Great Comms Start Before the Crisis

When a crisis hits, communicators come into their own, but success depends on groundwork laid far in advance. Building strong press relationships, aligning internal teams, and knowing the details better than anyone else are essential. It’s not enough to have a plan; what matters is the ability to interpret, adapt, and respond with authority when the plan is tested.

A clear takeaway emerged: communicators must be in the room before the crisis begins, not just reacting, but anticipating. This proactive mindset enables institutions to lead with resilience, act with foresight, and maintain public trust even in the most challenging circumstances.