What do you do if your team lacks trust and psychological safety?

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Acknowledge the Issue: Start by acknowledging the lack of trust and psychological safety within the team. Openly recognize the challenges and commit to addressing them collaboratively. Facilitate Open Communication: Create opportunities for open and transparent communication within the team. Encourage team members to share their thoughts, ideas, and concerns freely without fear of judgment or reprisal. Lead by Example: Demonstrate trustworthiness, vulnerability, and empathy in your leadership style. Model open communication, active listening, and respectful behavior to set a positive example for the team.

When trust and psychological safety are missing, it’s time to rebuild from the ground up. Start with yourself - be transparent about your own vulnerabilities and mistakes. Create a space where every team member feels heard and valued; encourage sharing without fear of judgment or repercussions. Implement regular, informal check-ins to create personal connections. Celebrate diverse viewpoints and show how they contribute to the team’s success. Address conflicts openly, focusing on solutions rather than blame. Your leadership can turn a wary team into a cohesive, fearless force, ready to tackle challenges together.

And let's not forget the most obvious factor: your own leadership. While it's easy to look elsewhere, sometimes the key lies within ourselves. If you're leading a team that lacks trust and psychological safety, it's essential to reflect on your own leadership as part of the solution.

Self-reflection plays a key role in identifying underlying causes of a lack of trust and psychological safety within your team and in addressing those causes. Leaders need to be honest with themselves, transparent with their team members, and take accountability if the lack of trust has truly stemmed from them, how they express themselves, and how they interact with their team members. Having high EQ will help with this effort, and also in moving forward in rebuilding trust and psychological safety within their teams.

The first step in opening a dialogue is to show that we care about the people. If we demonstrate that, they will be more receptive to contributing and hearing our feedback. When the person we talk to feels valued, they will also open up and talk to us, and we can have a dialogue instead of "us telling them".

Have an open dialogue with your team members. Encourage them to communicate their issues openly without the fear of reprisal. Acknowledge the issues and try to improve the condition, improve trust. Maintain a positive spirit in the team. Make them understand the importance of working together as a team.

Some important leadership behaviours here involve actively talking about and reinforcing the importance, complexity, or critical nature of the work - as this helps team members to see the value in speaking up. Of course, asking genuinely open and curious questions is also helpful, including those that demonstrate a willingness to be challenged and an acknowledgement that the leader doesn't have all of the information/answers. Some examples - "What could I be missing or not seeing?", "What might we be getting wrong here?", "I realise that I can't possibly be across everything - what other factors do we need to consider?"

Building trust and psychological safety within a team is crucial to its success. While it can take time and effort, it's important for team members and leaders to actively work to create a safe and trusting environment. This can be achieved through open communication, mutual respect, and a willingness to listen to and understand each other's perspectives. By fostering trust and psychological safety, teams can thrive and achieve their goals with a strong foundation of collaboration and support. It's never too late to address trust issues within a team and ultimately create a more positive and productive work dynamic.

To cultivate open dialogue in a team, start by setting ground rules for respectful and confidential communication. Emphasize empathy, allowing team members to share openly and be met with understanding. Create dedicated times and spaces for these conversations, free from distractions. Encourage truly active listening to understand and the expression of diverse viewpoints, showing that disagreement can be constructive. Leaders should demonstrate vulnerability, sharing their own challenges and mistakes. Ensure discussions are inclusive, and when issues arise, acknowledge and address them promptly. This approach will gradually foster a more open, honest, and cohesive team environment.

Trust me. Always said by someone who thinks you may doubt them. Instead of words, use actions. If you say you will do something, do it. If you said you are going to zoom and you can’t make it, explain the emergency. If you say that you’ll be there for someone, mean it 24/7.

There's a wonderful practice called "team agreement". It consists of openly discussing and, of course, negotiating how we want to work together and which values we want to express in our interactions. It sets the foundation of trust and a common language to which we can get back at any moment if we see that some agreements are not respected. The team agreement is also "live" and can be validated and updated over time if we see fit.

Building trust is the first step to establishing an employee centric culture. In the same time, it is the most difficult because people like so much when someone else decides for them and takes the responsibility. As a leader you should resist to decide instead of your colleagues, your role is to support them, to build their confidence and to encourage them when they do mistakes.

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My personal experience is you have to listen to understand first and assess. Change the tone daily and be consistent as that group doesn’t understand constant at the time. Create individual relationships and learn daily something about their life’s, their day something that takes their guard down. Encourage more and limit the negativity which will lead to a new culture.

Empowering team members to take ownership is a game-changer. It's like giving them the ball and saying, "You're the quarterback now, let's see your game plan." This not only boosts their confidence but also fosters a sense of trust and psychological safety. It's a win-win situation - they feel valued and you get a more engaged and productive team. Remember, a team that feels ownership will always outperform a team that feels managed. ??????

Finding a task that’s the right scope to delegate to even newer employees can prove challenging. But usually opportunities present themselves within a few weeks. Got a maintenance-level task that has some substance? That may fit your newest employee by creating a chance to become part of the team while learning necessary skills song the way. Got someone who thinks outside the box? Maybe that employee can scour updates and industry developments for new ways to work. Someone has a long-shot idea? Let them present to the group and see how it lands. The internal feedback may lead to other good ideas. And, the whole team will then feel like they played a part in creating it.

Encouraging ownership in a team involves truly empowering members to take responsibility for their tasks and decisions. This can be achieved by clearly defining roles and expectations, providing the necessary resources and support, and fostering an environment where taking initiative is rewarded. Trusting team members to make decisions and solve problems on their own not only boosts their confidence but also promotes a sense of belonging and investment in the team's success. Regular feed-forward and recognition of individual contributions further reinforce ownership, leading to a more engaged, accountable, and productive team.

In a psychological safe environment, it's not just about admitting mistakes or raising concerns, it about what happens afterwards. People who put their hand up to admit something will need plenty of support. Even though you (hopefully) have a no-blame culture, they will still be feeling bad - so you'll need to provide counselling or maybe additional training if a process or system was misunderstood. Or perhaps reassurance that processes will be reviewed and amended so mistakes don't happen again. Learning lessons and adapting is what actually makes a psyscholoigically safe culture become a high-performing one.

Providing support to a team means offering the necessary resources, guidance, and encouragement to ensure members can effectively tackle their tasks. It involves being available to truly listen to understand and address concerns, fostering a positive and collaborative environment, and recognizing individual and team achievements. By actively supporting your team, you help build confidence, promote problem-solving, and create a culture of trust and cooperation, leading to higher productivity and satisfaction.

One additional concept is to foster vulnerability within the team. Share personal experiences or challenges you've faced, demonstrating vulnerability as a leader. For instance, I once opened up to my team about a failure I experienced and how I learned from it. This openness creates a safe space for others to do the same, fostering deeper connections and trust. When team members see that it's okay to be vulnerable, they're more likely to feel psychologically safe and comfortable sharing their thoughts and concerns.

We have a bell we ring every time we complete a court filing. And I tested a few bells out first to make sure it makes a pleasing sound — an irritant would have the opposite effect. When we ring the bell, we all get a sense of accomplishment. And the sound allows us to low key brag to others that we just completed something. We’ve even had other departments start ringing the bell when they they complete tough tasks, which we completely welcome. That $4 bell won’t affect our budget but does play at least some role in helping with our internal positive feedback.

I have a weekly meeting with my team every friday to wrap up the week. Every friday is a celebration to achivements during the week, smal or big is not important ?? the important thing is to remind the team and show my appreciation and celebrate their work

Introduce the concept of team-building activities focused on building trust and psychological safety. For instance, my team struggled with trust issues after a period of conflict. We organized a team-building retreat where we participated in trust-building exercises like group problem-solving challenges and open discussions facilitated by a professional mediator. These activities helped us break down barriers, improve communication, and rebuild trust among team members. Team-building initiatives like these can create lasting bonds and cultivate a more supportive and trusting team environment.

Celebrating success within a team involves acknowledging and appreciating both individual and collective achievements. This can be done through public recognition, rewards, or team events. Celebrating successes boosts morale, reinforces positive behaviors, and fosters a sense of unity and belonging. It reminds team members of their value and contribution to the team's goals, encouraging continued effort and collaboration. Making time to celebrate successes contributes to a motivated, engaged, and cohesive team environment.

I am big advocate of integrated teams. Integrated ways of working within our team are vital for fostering collaboration and achieving our goals effectively. It enables us to understand each other's priorities, allowing us to align our efforts towards a shared vision. Building cross-functional skills and competencies further enhances our collective capabilities, allowing us to tackle a wide range of challenges together. Moreover, integration helps us eliminate silos, promoting open communication and cooperation across different functions. By uniting under a common vision, approach, and goals, we can harness the full potential of our team and achieve success collectively.

Sometimes as leaders, our past approach has contributed to the “problem” more than we realize. When undertaking this type of team change, it’s important to take time on your own to evaluate your own commitment to change. A few questions that can help you to consider this: * What must I let go of, in order to be open to growth? * What must I do differently, to enable my team to respond differently? * How can I show (not tell) my commitment to this change? * How can I demonstrate my commitment to growing through feedback? * What do I require to undertake these challenges in a truly authentic way? * How will I measure *my* progress? Humility isn’t always comfortable. But it’s an important building block for leads working to restore trust.

In my role as an Engineering Manager, I've learned that restoring team trust demands more than superficial fixes. It requires a 'change environment' where team members can witness tangible changes in behavior. My approach involves fostering a space where actions speak louder than words, demonstrating a commitment to change. This method has proven effective in rebuilding trust and ensuring psychological safety. The key is consistent, visible actions that drive home the message of a transformed workplace dynamic.

So, where to start? One-on-one meetings focused on connection are a game-changer. Take the time to understand your team members' lives outside of work, their stressors, their goals. Coach them through challenges, both professional and personal, and watch as they unleash their full potential. In short, it's time to prioritize people over profit margins and watch your business thrive.