Trust isn't just a feel-good factor – it's a performance multiplier. Some research has shown that in high-trust organisations, people are 50% more productive, take 13% fewer sick days, and report 74% less stress. But what exactly do we mean by "trust"? Let's explore three distinct types that work together to create exceptional teams.
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Self-Trust: The Foundation
Before we can build trust with others, we need to trust ourselves. This means knowing our values and having the courage to act on them consistently. Think of self-trust as your internal compass – it helps you navigate difficult decisions, speak up when it matters, and stay authentic under pressure.
When leaders demonstrate self-trust, they show integrity by matching their words and actions to their values. This isn't just about being "true to yourself" – it's about being reliable and consistent in a way that others can count on.
Examples of self-trust:
- You confidently say "no" to work that doesn’t align with your priorities, even when pressured to say yes.
- You acknowledge when you don’t have all the answers, rather than pretending you do.
- You set clear personal boundaries around your time and energy.
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Team Trust: Where the Magic Happens
Recent research has turned some traditional thinking about team trust on its head. While we often focus on team bonding and relationships, what really drives performance is dependability – people doing what they say they'll do, when they say they'll do it.
This is especially crucial in today's world of remote and hybrid teams. Virtual collaboration requires clear agreements about availability and communication. When will people be available for quick questions? When do they need uninterrupted focus time? Setting these expectations upfront prevents misunderstandings and builds trust through reliability.
Examples of team-trust:
- A team member meets their deadlines without needing to be chased.
- A leader checks in regularly, but doesn’t micromanage.
- People feel safe admitting, "I need help with this", without fear of judgment.
- There’s a culture of "I've got your back" instead of "who's fault was it?"
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Organisational Trust: Creating the Right Environment
At the organisational level, trust is about creating the conditions where both individuals and teams can thrive. This means setting clear direction and expectations, then giving people the autonomy to deliver.
As leadership expert Paul Zak puts it, high-trust organisations "hold people accountable but without micromanaging them. They treat people like responsible adults." This might mean rethinking how you hire, how you measure success, or how you structure teams.
Examples of organisational trust:
- Leadership is transparent about company goals and challenges, instead of keeping people in the dark.
- Teams have the freedom to experiment without fear of failure.
- Employees are trusted to work flexibly rather than being scrutinized.
- Feedback is consistent and constructive, not just an annual performance review.
The Power of All Three
When these three types of trust work together, the impact is remarkable. People feel confident in their abilities, teams collaborate effectively, and organisations become more innovative and adaptable. It's not about trust falls or team building exercises – it's about creating the conditions where people can do their best work.
Start by reflecting on these three levels in your own context:
- How clearly do you know and act on your values?
- Does your team have explicit agreements about how you'll work together?
- Does your organization provide both clear expectations and meaningful autonomy?
Remember, building trust isn't about being perfect – it's about being consistent, reliable, and honest. Small actions, taken consistently, create the foundation for exceptional performance.
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