Building trust and inclusion in retail: Interview with Dr Petrina Carmody from Great Place to Work
In this latest interview, TRB sat down with Dr Petrina Carmody, Chief Change Officer at Great Place To Work UK, to explore her inspiring journey, her team’s impactful work, and her insights into cultivating high-trust, inclusive workplaces within retail.
With over 20 years of experience supporting organisations in creating vibrant, human-centred cultures, Petrina’s passion for people and leadership is truly contagious.
Can you tell us a little about your background and what drew you to your current role at Great Place To Work?
I’ve always been fascinated by humans – how we think, behave, and relate to each other. I began my career working with young people in prison, which gave me a deep appreciation of the powerful positive impact on how we treat each other on the outcomes we achieve (there were amazing role models). The power of seeing and treating people as individuals within a system, and of kindness were also strongly evident. Over time, I realised I wanted to focus on people and productivity at work and contribute to workplaces where people feel valued and inspired. This realisation led me to roles in leadership development and organisational culture. With over two decades in this space, I now have the privilege of supporting organisations across sectors – including in retail – to build cultures rooted in trust, respect, and inclusivity.
Subscribe to TRBYour work clearly has a profound impact. Based on your extensive experience with retail businesses, what do you see as the key characteristics of high-trust leadership that demonstrably improve team performance?
High-trust leadership is rooted in three core themes: credibility, respect, and fairness. Credibility includes transparent communication, demonstrating competence, integrity, and aligning actions with values. Important to Respect is valuing each individual; leaders listening genuinely and truly hearing. Central to Fairness are the concepts of equity, impartiality and justice.
UK Best Workplaces™ in retail score an average of 87% on high-trust leadership, compared to the UK retail sector average of 50%. High-trust leadership boosts engagement, productivity, and overall business success (and Best organisations notably outperform the rest).
How can retail leaders intentionally cultivate and sustain a culture of trust across diverse roles and responsibilities? And what effect does this have on retention, particularly for women?
As leaders, every interaction we have either builds or decreases trust between us and the person we are interacting with. Each interaction adds to or takes away from the ‘trust reservoir’ that drives positive experience, engagement, contribution and discretionary effort in organisations.
The strongest leaders strive to be intentional about their daily actions, including how they communicate, recognise effort, and handle conflict. Role-modelling respect, valuing people as individuals, listening and creating open dialogue are essential.
Retention needs a trust-rich culture to make a real difference. Retail turnover is 31% on average, but high-trust organisations see rates as low as 17%. Key areas, such as values, ethics, and creating an engaging environment more generally, all enhance loyalty. Flexible working, inclusive progression pathways, and recognising all contributions help create an environment where everyone, including women, feels trusted and empowered and want to give of their best.
You mentioned coaching earlier. What role does coaching play in developing high-trust leadership? Are there specific tools or techniques that retail organisations can adopt?
Coaching is transformational as it personalises growth, enabling leaders to reflect and drive forward the areas they want and need to. Credibility, respect and fairness may often be brought to coaching by leaders. These areas may be particularly important in retail as:
– Leaders play a key role in shaping employee engagement, which is critical to customer experience in retail
– There may be higher turnover, which leaders can significantly impact by driving trust cultures
– Diverse teams mean that inclusion and trust are critical.
The right tools and techniques will of course depend on the person and moment in their leadership journey. The power of effective coaching is that it meets the leader where they are, and helps them drive forward. Wherever leaders are, the notion of the ‘trust reservoir’ (that every interaction increases or decreases trust) is important to hold. Mindfully reflecting on the power of how you interact with others on what you achieve (yourself and through others) is key. Investing in yourself, through learning and practice in human-centric areas, including active listening, having respectful conversions/interactions and appreciation/valuing others, can make consistently filling the trust reservoir easier.
As we look ahead to the 2026 UK’s Best Workplaces for Women™ List, what strategies should retail organisations adopt to foster an inclusive environment where employees feel trusted and valued?
To succeed, organisations must truly embed inclusivity into their culture. Leaders play an important role in this in terms of driving inclusion in day-to-day work with consistency and genuine commitment. Key action areas for leaders include modelling respect, actively listening, and championing diverse voices. Creating safe space for open dialogue, acting on employee feedback, and providing fair, frequent recognition across all roles are also among important areas to focus on.
Ultimately, building trust and inclusion relies on authentic human interactions, consistent values, and strong leadership commitment. This relies on this mattering to the organisation, and policy and practice (leaders and colleagues’ behaviour) reflecting this.
Can we ask what you love most about your role?
What excites me most is working with people – seeing leaders grow and organisations become places where their people thrive. I love the human element: understanding how we think, behave, and relate, and helping to create cultures rooted in trust and respect.
And how do you balance such a busy professional life with your personal life?
Petrina: I work in a way that allows me to balance professional commitments with family time. Making space for loved ones and staying true to my values helps me stay grounded. I believe trust is built not only at work but in everyday life through small, intentional actions.
Have there been any standout mentors or role models throughout your career?
My father. He was a man of warmth, decency, humour – and genuine connection. His kindness and integrity continue to inspire me in both my work and personal life. His example reminds me that how we treat people is at the heart of effective leadership.
Lastly, what’s your favourite holiday destination?
Petrina: Grenada in the Caribbean. I love its beautiful landscapes, warm hospitality, and relaxed pace. Time away helps me recharge and gain fresh perspectives.
Petrina, thank you so much for sharing your insights. It’s clear your passion for people and leadership is making a real difference. We look forward to seeing the impact of your work in retail and beyond.
Thank you. It’s been a pleasure to share my thoughts – I hope it inspires others to focus on building trust, respect, and inclusion in their organisations.
