How Do We ACTUALLY Build Trust In Our Teams?

Summary

In this reflection on trust, the speaker shares personal insights from a period of uncertainty in their career. They explore how trust is often misunderstood, emphasizing that it's not just about being a 'better person,' but about creating the right environment. By observing people in the military, who risk their lives for others, the speaker concludes that trust arises when we make others feel safe. The key takeaway is that trust is a result of actions, not something that can be simply instructed, and effective leadership shapes the environment where trust can flourish.

Takeaways

• 😀 Trust is critical, but it's often unclear what trust actually is or how to build it.
• 😀 Trust can be cultivated in a supportive environment, not just by relying on the inherent goodness of people.
• 😀 People in the military often exhibit extraordinary trust, willingly risking their lives for others, which contrasts with the business world where people are hesitant to even share credit.
• 😀 The idea that people who serve in the military are inherently better is a misconception—it's the environment that shapes trust and behavior.
• 😀 Good people can behave badly if placed in a negative environment, while people perceived as untrustworthy can flourish in a positive environment.
• 😀 Leaders are responsible for creating the environment that fosters trust.
• 😀 Trust should not be listed as a value because it's an outcome, not an action. Instead, focus on the behaviors that lead to trust.
• 😀 Values should be actionable and written as verbs, such as 'innovate' or 'tell the truth,' as opposed to abstract concepts like 'trust' or 'honesty.'
• 😀 Trust cannot be directly commanded or instructed; it develops through actions that make others feel safe.
• 😀 Leaders should focus on building a culture where trust is the natural result of actions that promote safety and accountability.

Q & A

What was the speaker's initial struggle regarding trust in their career?

The speaker struggled with trusting people and didn’t know who to trust, despite knowing that trust is an important aspect of both personal and professional relationships.

How did the speaker's experience with military personnel influence their view on trust?

The speaker observed that military personnel, despite not necessarily liking each other, would willingly risk their lives to save others. This made the speaker question how to build trust among people in business.

What was the speaker's original theory about why military personnel have high trust and sacrifice?

The speaker initially believed that military personnel were just 'better people,' who were naturally drawn to a life of service because of their high levels of trust and sacrifice.

What did the speaker realize after further investigation into trust in military personnel?

After further investigation, the speaker realized that it’s not about the individual being inherently trustworthy, but rather about the environment they are placed in. A positive environment fosters trust and sacrifice, even in people who may not initially seem trustworthy.

How does the speaker describe the role of leaders in shaping trust?

Leaders are responsible for setting the environment, and if they create a supportive environment, trust will follow. The environment plays a crucial role in developing trust within a team.

Why is trust considered a tricky value to implement in organizations?

Trust is considered tricky because it cannot be directly instructed. Unlike other values like honesty or innovation, trust is a result of actions that make people feel safe, rather than something that can be directly demanded or taught.

What is the speaker's stance on how values should be written in an organization?

The speaker prefers that values be written as verbs or actions. Values like 'honesty' or 'innovation' are too abstract; instead, values should be actionable and measurable, such as 'tell the truth' or 'think of the problem differently.'

Why does the speaker emphasize the importance of trust as a result rather than an instruction?

Trust is a result of creating an environment where people feel safe. It cannot be demanded or instructed. The most trustworthy people are those who work to make others feel secure and supported.

What does the speaker mean when they say that trust is not something that can be 'instructed'?

The speaker is referring to the idea that trust cannot be forced through direct commands. Instead, trust is something that develops naturally through actions that make people feel safe and valued.

How does the speaker relate trust to action-based values in leadership?

The speaker argues that trust is a result of consistent actions that demonstrate safety, respect, and reliability. When values are implemented as actions, like making others feel safe, trust will follow as a natural consequence of these actions.