Take a deep breath and take a fresh look at the situation
You say you're losing faith because "there have been inputs (data + analysis) against decisions, but these have been overridden, and symptoms of forecasted ill-effects have started surfacing". I read this as, "I saw a problem coming, told them, and it still happened."
I have three questions for you:
- Was this really your boss' fault? (they may have done their best but got shut down by their boss, or had other extenuating factors)
- Are you seeing the whole picture? (you are seeing a smaller picture than your boss more likely -- are you sure they made the wrong call?)
- Are you just unhappy that you didn't get your way? (you brought something up, it was ignored, you are unhappy)
Note: I am not saying that your boss is in the right, but before making a huge decision that could poison your relationships at work, I highly suggest caution and making sure your frustration is aimed in the right direction by thinking about it from another perspective first.
What do you want to get out of this meeting?
If you want to build "organizational trust" chances are that telling your boss, "I don't trust you" isn't going to be the best way to do it. In order to get the most out of the meeting, I suggest a few different things to think about.
What do you want?
If your boss called you in to a room and said, "Srikanth, I just can't trust you recently", how would you react? Chances are it will just create an uncomfortable situation with three possible outcomes:
- Get defensive
- Get offensive
- Ask, "So how can we solve this?"
You want the conversation to end at 3), so rather than focusing on the lack of trust, you should go in with a solution (rather than focusing on the problem).
How do you get there?
I am going to assume (and this is an assumption, adjust as needed for your actual situation) that you want your boss to respect your input more, and give you more positive feedback. How do you accomplish that? Saying, "Boss, I've been struggling recently because you haven't been giving me enough positive feedback" isn't actually anything actionable, it's just a more tactful way of saying, "Boss, you make me feel bad".
So you need to think of concrete steps. For instance:
- When I give a suggestion, could we have a short chat so you can give me a bit more feedback to understand your thought process?
- Could we have a meeting to discuss the workload for the folks on the ground recently, and go over how the organization is planning to deal with them?
- When you guys make a strategy decision, could you share a bit about it in the weekly team meeting so we can understand where the company is headed?
These things are actually actionable by the manager, and make you sound like you want to work with him/her, and trust him/her.
Remember, your boss is human too
Even if your boss is really bad at their job, that doesn't mean they are a bad person. Professional incompetence is not the same as personal malice. At the end of the day they have a bunch of stress of their own, probably go home to their family and complain about similar problems about their bosses to their friends and family. Assume that they are a good person who wants to do the right thing, or the conversation will likely go far far far worse.
I'd frame the conversation like this:
- State the Problem "Recently in project X I brought up comment Y because I was worried about issue Z, but I didn't understand why it wasn't implemented."
- Explain the Context "I know I should have asked when it happened, and I'm sorry I waited so long to talk to you directly, but it's been a problem recently because issue Z has happened in project X increasing my workload."
- Suggest a Solution "Since you have a lot more information on what's going on in management and throughout the organization, I was hoping you'd be able to provide a little more feedback behind how decisions are made so that we can make more actionable suggestions in the future. Could you share the current management strategy in our weekly progress meetings?"
Generally, you want to briefly state the problem and what you want, and then let your manager talk. The goal isn't to rant, it's to get the solution you want by having your manager know exactly what steps he needs to take. Try to use words that make your boss less likely to get defensive.
Obviously the above conversation needs to be changed with the details for your situation, but in general, the same sort of flow can be used in almost any case.