While trust itself is invisible, there are specific things you can observe in a team that is high in trust. Trust is the foundation of a happy and high-performing team.
Trust does not simply exist, it is cultivated through actions over time. When trust is absent or damaged, a team will experience more conflict, less engagement, and a reduced ability to meet goals. Furthermore, if trust is low, morale will be low and retention will suffer.
In the Better Teams Model & Assessment, Trust is the largest of the five key areas because it is critical. The other four areas of the Better Teams are drivers to help a team build and maintain trust.
When trust is high between people, they are open to talking candidly about what they want, how they feel, and even debate constructively.
To be vulnerable, one must feel safe. When trust is high, a team member will feel safe expressing fears, weaknesses, and mistakes, knowing that their peers will support and help them instead of judging them.
When team members are vulnerable, you might observe team members:
Teams who trust each other lean in on each other. Interdependence is about recognizing team members need each other. Teams who trust each other lean in on each other. Collaboration and input make for a better result, even though sometimes it takes more effort.
Observe your team and look for behaviors that signify their trust. When you find areas or actions that indicate that trust is lacking, address the elephant in the room.
Want to assess your team’s level of trust and other areas of happy and high-performing teams? Check out the Better Teams Model & Assessment.
Get our free e-book with more details about The Better Teams Model here.
About the Author: Leigh Ann Rodgers, Founder of Better Teams and the Forward, community, is an IAF Certified Professional Facilitator with 20 years of experience in the human development field. Leigh Ann is a skilled meeting facilitator, trainer, and coach working across the globe to help leaders cultivate teams that are happy and high-performing.
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