#17 - Trust or Bust: Exploring the Nuances of a Key Leadership Concept

Meet Peter, a seasoned CEO who had built his company from the ground up. Peter was always very careful with the people whom he hired and promoted, for he knew that he couldn't get to where he got alone, and only with the most trustful people could he reach his goals. Peter employed the pragmatic strategy of "hire slow, fire quickly," and he had zero tolerance for breaches of trust. While he was understanding of someone's lack of competence and offered support, trust violations were met with swift consequences.

Drawing from his background in the Navy SEALs, Peter incorporated many of their lessons into his leadership style. This elite special operations force is renowned for its high-stakes missions and extraordinary teamwork. Their success hinges on the unshakable trust between team members, cultivated through rigorous training, a shared sense of purpose, and an unwavering commitment to transparency and accountability.

On a sunny day during lunchtime, Peter received a memo from the compliance team, informing him about an incident involving the Head of Compliance. Peter decided to speak with the entire team to gain a better understanding of the situation. He soon discovered that the Head of Compliance had been caught in a lie, leading to a significant erosion of trust within the team. Peter knew precisely what course of action needed to be taken.

In today's fast-paced business world, trust has emerged as an essential element for organizations to thrive and maintain a competitive edge. As Stephen M.R. Covey highlights in his insightful book, "The Speed of Trust," trust serves as a powerful catalyst that accelerates the overall performance of a company. When trust is present within an organization, it leads to increased collaboration, innovation, and efficiency. It not only reduces the time and resources wasted on bureaucratic processes but also fosters a strong sense of loyalty and commitment among team members. Conversely, when trust is absent or eroded, it can result in a toxic work environment, hindered communication, and diminished productivity.

When trust is lost within a SEAL team, the consequences can be disastrous, leading to mission failure and putting lives at risk. The SEALs take a proactive approach to restoring trust by addressing the issue directly. The same principle applies to business. Though the stakes may not be as high, ignoring such situations can cause distrust to spread throughout the company, ultimately leading to failure.

There are many theory's to explaining group dynamics and how trust works within groups, but one of my favourites for its clarity and simplicity is Tuckman's stages of group development. This model offers insight into the concept of trust in teams: forming, storming, norming, performing, and adjourning.

1. Forming: During the formation stage, trust is still being established. Individuals tend to present themselves based on others' expectations rather than their true selves. It's a very polite and "political" environment. To accelerate trust-building, it can be helpful to promote controlled disagreements or conflicts, such as through team-building activities. Confused? Read on!
2. Storming: Conflicts and disagreements may emerge in this stage as team members voice their concerns and grievances. Leaders must address these issues directly, fostering dialogue and creating a safe space for discussion. Positive confrontation, focusing on facts instead of judgments, acknowledging people's hardships and saying "Yes" to the person and "No" to the behaviour is crucial. The faster the Storming stage comes and goes, the faster the group regains trust and gets to performance.
3. Norming: The norming stage is when a team begins to reach a consensus and develop shared expectations after experiencing the conflicts and disagreements of the storming stage. During norming, team members start to resolve their differences, establish clear roles, and work more cohesively. It is a crucial phase for leaders to reinforce accountability and transparency, as trust gradually becomes re-established. As the team functions more effectively, they can then move towards the performing stage, where they can work together efficiently to achieve their goals.
4. Performing: With trust restored, the team can function effectively and work towards achieving its goals. Leaders must continue to nurture trust, ensuring it remains central to the team's dynamics. Open communication and transparency are vital.
5. Adjourning: In the final stage, the team evaluates its performance and reflects on lessons learned. Leaders should use this opportunity to emphasize the importance of trust and learn from any mistakes. This stage may be reached when a member leaves, or at the end of a project, for example.

These stages are not necessarily sequential, and teams may move between them frequently. Leaders must be prepared to navigate these shifts and bring their teams back to the performing stage as quickly as possible. Sometimes, conflict might be just what's needed to catalyze this transition, so when a conflict happens naturally it might be a sign that trust and performance might be around the corner.

However, there may be instances where trust cannot be recovered, despite the best efforts of leaders and team members. In such cases, difficult decisions must be made to preserve the integrity and well-being of the team and the organization as a whole. This may involve reevaluating the roles and responsibilities of team members or even parting ways with someone who has caused irreparable damage to the trust within the group.

In summary, organizational trust is a vital element of success, and leaders must be proactive in fostering a culture that values and prioritizes it. By understanding the stages of group development, addressing trust issues head-on, and continually nurturing trust within the team, leaders can pave the way for lasting success and resilience in the face of challenges—even when faced with extreme circumstances that necessitate considering the decision to part ways.

Returning to our CEO friend Peter's story, understanding the gravity of the situation, he recognized that merely addressing the issue might not be enough to restore trust in this case. He carefully considered the potential consequences of his actions, weighing the impact on the team's morale, productivity, and long-term success. Acknowledging that the trust breach was severe, Peter took decisive action, doing what he believed was best for the team and the company. But... what was it?

Reflecting on Peter's situation, consider the steps you would have taken to address the issue at hand. Would you have attempted to rebuild trust through open communication and dialogue, or would you have made the difficult decision to part ways with someone who jeopardized the team's integrity, despite their invaluable contribution to the company up to that point?

Considering the ever-evolving nature of group dynamics and how teams may transition between Tuckman's stages of development, if Peter could help his team navigate this storming stage, could they come back stronger and more performant than ever?

So, as you reflect on the story of Peter and his team, ask yourself: What would you have done in his situation? How can you apply the lessons learned about trust to your own organization, and what steps will you take to prioritize trust-building within your team?

Would love to read about your thoughts and experiences in the comments!

#OrganizationalTrust #Leadership #TeamDynamics #TrustBuilding

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