Encourage persons to use “I” statements when expressing feelings can also be impactful. E.g., saying, “I feel hesitant to share ideas when I sense resistance” instead of “You don’t listen” invites introspection rather than defensiveness. You can also try the “Stop, Start, Continue” method. The team leads give each other specific feedback on behaviours to stop, start, or continue. For example, a team lead might say, “I’d appreciate it if we could start having weekly check-ins to align our goals.” This kind of structured feedback encourages constructive conversations that focus on improvement rather than blame.

Make time for non-task-related conversations. Individuals may hear 'how are you?' and think they're being asked for a productivity report. Take a bit of time to find out what's going on outside of work - over time that context is powerful, both in terms of trust building, and in terms of team members feeling seen and cared about.

> Start by promoting everyone doing what they said they would do—trust begins with reliability. > Create a space where sharing mistakes is seen as a strength, not a weakness. >Ensure that every voice has value.

Trust issues in teams often stem from miscommunication or unmet expectations. To address this, start by analyzing how trust broke down, then take time to pause and understand the root causes. A team-building activity focused on trust and collaboration can help, followed by an open debrief to connect the exercise to daily work life. Finally, a call to action ensures everyone leaves with a commitment to improving trust and communication, strengthening bonds for future success.