”Mutuality: The Future of Trust” by Matthew Byrne and Denis Jenkins

Mutuality-the Future of Trust: The Executive's Handbook, Enabling Mutuality to Cognitively Transform Organisations

In today’s organizations and society, two major challenges stand out: declining trust and the need to adapt to increasing complexity. Research highlights a shift from judgment and dependability to relational trust, built on mutuality—principles fostering deep social bonds through care, support, and shared responsibility.

True mutuality requires cognitive evolution, not just behavioral change. After two decades of research, we've identified six archetypes that hinder relational trust, limiting safe and productive workplaces. This book offers practical strategies to navigate challenges, drive transformation, and boost organizational effectiveness.

 

Matthew Byrne is a University of Technology Sydney and Harvard graduate and works with the Australian Graduate School of Management as adjunct faculty and Program Director of the iconic General Manager's program. Matthew specialises in aligning personal strategies with corporate aspirations, equipping executives to envision and seize value through innovative leadership. He empowers leaders to navigate economic challenges proactively, optimising financial and human capital for enhanced organisational success. Matthew has been collaborating with Denis Jenkins for over 15 years in corporate education and helping dysfunctional corporations engage their people to better build corporate trust and move managers from process-thinking to strategic-thinking.

Denis Jenkins is a pioneering figure in the field of neuroplasticity, known for his innovative approach to transforming neuropathways through cognitive training. Beginning his career as an educator in the Australian school system, his passion for helping students with learning difficulties unlock their full potential led him to collaborate with Helga Rowe from the Max Planck Institute in pioneering advancements in learning acceleration and understanding learning dysfunction. Recognised with the Australian Centennial Medal for his significant contributions to learning and behavioural change, Denis continues to work with individuals ranging from high school students to CEOs, empowering disadvantaged learners to become effective leaders in both communities and organisations. The executive leadership blueprint in building trust and strong organisational cultures is the foundation of his work.

To learn more about the authors and their work visit: https://mutualitythefutureoftrust.com/

TOPICS OF CONVERSATION

1. The Shift from Transactional to Relational Trust
   Traditional workplace trust is based on performance and dependability, but lasting success requires relational trust—building genuine connections, fostering vulnerability, and enabling open communication. Without relational trust, commitment and collaboration suffer.
2. Mutuality is the Key to Trust (Not the Other Way Around)
   Organizations struggle to build trust because they focus on measuring it rather than creating it. Mutuality—shared understanding and support—lays the foundation for trust. Leaders should start conversations about mutuality instead of trust, as the latter can be polarizing.
3. Cognitive Development Shapes Workplace Relationships
   Trust and mutuality depend on how people process information. Organizations often fail because they overlook cognitive differences in problem-solving and decision-making. Leaders must recognize and support these differences to create effective, cohesive teams.
4. Mutuality Requires Intentionality, Especially in Remote Work
   The pandemic proved that mutuality strengthens teams, but remote work removes the informal moments that naturally build trust. Leaders must deliberately foster mutuality by understanding who their employees are, not just what they do.
5. Workplace Structures and Policies Can Undermine Trust
   Many corporate policies and hierarchies are built on distrust, delegating tasks without granting authority. Instead of enforcing rigid structures, organizations should prioritize mutuality—encouraging responsibility, diverse thinking, and proactive problem-solving.