Building Trust in Teams

I once worked with a team that was, quite frankly, toxic. The same two team members routinely derailed meeting agendas. Eye-rolling was a primary form of communication. Side conversations overtook the official discussion. Most members had disengaged, emotionally checking out while physically present. Trust was nonexistent. This wasn't just unpleasant—it was preventing meaningful work from happening. The transformation began with a deceptively simple intervention: establishing clear community agreements. Not generic "respect each other" platitudes, but specific behavioral norms with concrete descriptions of what they looked like in practice. The team agreed to norms like "Listen to understand," "Speak your truth without blame or judgment," and "Be unattached to outcome." For each norm, we articulated exactly what it looked like in action, providing language and behaviors everyone could recognize. More importantly, we implemented structures to uphold these agreements. A "process observer" role was established, rotating among team members, with the explicit responsibility to name when norms were being upheld or broken during meetings. Initially, this felt awkward. When the process observer first said, "I notice we're interrupting each other, which doesn't align with our agreement to listen fully," the room went silent. But within weeks, team members began to self-regulate, sometimes even catching themselves mid-sentence. Trust didn't build overnight. It grew through consistent small actions that demonstrated reliability and integrity—keeping commitments, following through on tasks, acknowledging mistakes. Meeting time was protected and focused on meaningful work rather than administrative tasks that could be handled via email. The team began to practice active listening techniques, learning to paraphrase each other's ideas before responding. This simple practice dramatically shifted the quality of conversation. One team member later told me, "For the first time, I felt like people were actually trying to understand my perspective rather than waiting for their turn to speak." Six months later, the transformation was remarkable. The same team that once couldn't agree on a meeting agenda was collaboratively designing innovative approaches to their work. Conflicts still emerged, but they were about ideas rather than personalities, and they led to better solutions rather than deeper divisions. The lesson was clear: trust doesn't simply happen through team-building exercises or shared experiences. It must be intentionally cultivated through concrete practices, consistently upheld, and regularly reflected upon. Share one trust-building practice that's worked well in your team experience. P.S. If you’re a leader, I recommend checking out my free challenge: The Resilient Leader: 28 Days to Thrive in Uncertainty  https://lnkd.in/gxBnKQ8n

Stop trusting everyone. 83% of people will betray you when given the chance. Sounds harsh? Let me share something personal... Last year, I led a high-stakes project where everything hinged on trust. My team was scattered across 3 continents, and we had never met in person. Conventional wisdom said it would fail. But here's what happened: • We delivered 50% faster than teams working in the same office • Zero conflicts or misunderstandings The secret? We didn't just "trust" blindly. We built it systematically: 1. Clear expectations from day one 2. Consistent delivery on small promises 3. Open communication channels 24/7 4. Regular acknowledgment of team wins 5. Space for vulnerability and mistakes Here's the truth about trust: It's not about blind faith. It's not about controlling everything. It's about creating an environment where people EARN trust through actions. The results? • Higher productivity (50% boost in high-trust companies) • Less stress (74% reduction) • Better team collaboration • Stronger relationships Think about your own relationships: Where are you building walls instead of bridges? Where could more trust transform your results? Trust isn't just the glue of life - it's the foundation of every success story. But it starts with you. ♻️ Share this to inspire someone. ➕ Follow me for more such posts.

Rebuilding a High-Performing Team in an RTO World: A Client’s Success Story When my executive client was tasked with bringing his 650-person department back to the office after four years of remote work, we knew the challenge wasn’t just logistical—it was strategic - and his concern wasn’t just about getting people back to their desks but ensuring he had the right people in the right roles to drive business success. Through our collaboration, we decided to develop a two-phase approach that allowed him to manage change effectively while restructuring his team for optimal performance. Phase 1: Managing the Change of RTO (Months 1-3) Rather than rushing into assessments and restructuring, we agreed that it was best to focus on re-acclimation first. 🔹 Gradual Reintegration: He implemented a structured return—starting with three days in-office before scaling up—giving employees time to adjust. 🔹 Listening Sessions: My client led discussions with teams to understand concerns, workflows, and career aspirations post-remote. 🔹 Cultural Reset: He modeled the company values, reinforced the why behind RTO, and reinforced the culture in every meeting. Phase 2: Assessing & Restructuring the Team (Months 3-6) Once stability was established, the next step was restructuring the team for the future. 🔹 Skills & Contribution Audit: Partnering with HR and others, my client assessed whether each role still aligned with business needs. He found that some functions were now redundant, while others required a new skill set after four years. 🔹 Team Effectiveness Review: He restructured teams to improve efficiency and positioned high performers in roles that leveraged their strengths. 🔹 Strategic Reassignment & Exits: Some employees transitioned into new, more fitting roles. Others, who struggled to adapt or no longer aligned with the business, were respectfully transitioned out. Still others were supported in their current roles with new training to equip them to succeed in the future. Messaging the Changes: Transparency & Stability 🔹 Communicating the Vision: Early on, we knew framing the restructuring as an opportunity was important. 🔹 One-on-One Conversations: My client ensured employees moving into new roles—or out of the company—had clear, respectful conversations about their next steps. 🔹 Rebuilding Trust: By reinforcing that changes were intentional and strategic, employees recognized the thoughtfulness that had been invested in the changes. The Outcome? He's rounding out his six month and says his department is performing at a higher level than pre-pandemic. It's not been easy and there have been a few surprises, but he knows his team is set up for long-term success. What my client learned was that returning to the office wasn't the real challenge - rebuilding the right team was. If you’re navigating RTO and need to reassess your team for long-term success, let’s connect.👇

The biggest leadership myth holding you back ...is that you need one leadership style. (I learned this the hard way) 🚨 A one-size-fits-all approach WILL destroy your impact. The best leaders I've met shift gears based on their: ↳Team's needs ↳ Business context ↳ Specific situation Here's a practical playbook for high-impact leadership: (with exactly when to use each style) 1/ Visionary Leadership ↳ Paint a clear, exciting future others can't resist ✅ Perfect for driving transformational change ❌ Skip for day-to-day operations or problem-solving 2/ Bureaucratic Leadership ↳ Navigate rules and procedures, maintain order ✅ Critical for regulation and compliance ❌ Avoid when innovation is key 3/ Pacesetting Leadership ↳ Set the bar high, show exactly how it's done ✅ Works with skilled, motivated teams ❌ Backfires with developing talent 4/ Commanding Leadership ↳ Give clear, direct orders that cut through noise ✅ Essential in true crisis moments ❌ Wrong for high-autonomy teams 5/ Servant Leadership ↳ Put your team's growth above everything ✅ Builds unshakeable loyalty long-term ❌ Not for urgent crises or decisive action 6/ Charismatic Leadership ↳ Use influence to inspire action ✅ Perfect for navigating uncertainty ❌ Ineffective when deep expertise matters most 7/ Democratic Leadership: ↳ Leverage collective wisdom in decisions ✅ Builds consensus and team alignment ❌ Too slow for crisis decisions 8/ Coaching Leadership ↳ Develop your team's skills systematically ✅ Creates lasting performance gains ❌ Wrong choice during urgent situations 9/ Delegative Leadership ↳ Trust your team to own their decisions ✅ Unlocks hidden potential in strong teams ❌ Dangerous with inexperienced members ____ P.S.  Stop asking "What's my leadership style?" Start asking "What does my team need right now?" Master this shift, and you'll become the leader everyone wants to follow. What's your favorite leadership advice? 💬 ♻️ Follow me and share this to help others 📌 Save this post for future reference!⁣⁣⁣⁣ If you want a copy of my top 60+ infographics (free): 👉 Like, Repost, then Signup here: www.PeakProtocol.co

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

I learned this one the hard way: leadership starts with clear communication. I remember a project where the problem started with me. I wasn’t clear enough upfront, and it led to confusion, misaligned expectations, and frustration. It didn’t stop there—it spiraled into extra emails, more meetings, and way too much time trying to sort it all out. Worst of all, it damaged relationships within the team. That experience was a wake-up call. I realized my communication needed structure, so I started using the “Why, What, How” framework to turn things around: 1️⃣ Why: Explain the purpose behind the project and why it matters. 2️⃣ What: Be clear about expectations and deliverables. 3️⃣ How: Give actionable steps and clarify roles. The shift was immediate. With clear communication, the team felt aligned, work flowed smoothly, and we rebuilt trust. Leadership communication isn’t just about saying the right things—it’s about giving your team the clarity they need to move forward confidently. How do you keep your communication clear and effective as a leader? #Leadership #Communication #TeamAlignment #IntentionalLeadership

When I first started managing remote projects, I thought keeping everyone aligned would just require the right tools and regular check-ins. I quickly learned it’s so much more than that. Through trial and error, I found what really works. Most importantly, I learned that managing projects remotely is built on one thing: Trust. Here’s what helped me keep my teams aligned and hitting deadlines: 1. Set Clear Expectations ✅ Define roles and goals early. ↳ Ambiguity breeds confusion. I make it a point to set crystal-clear expectations from day one. 2.Use the Right Tools ✅ Hold regular video meetings ↳ I used to think we could skip face time, but I quickly learned that personal connection keeps morale strong. 3. Prioritize Strong Communication ✅ Stand-ups keep my team aligned, but more importantly, they foster accountability. 4. Focus on Outcomes, Not Hours ✅ I learned to measure success by outcomes instead of hours.  ↳ Trusting my team to deliver results made them more motivated and productive. ✅ Celebrating milestones is the fuel that keeps everyone going. 5. Build a Strong Team Culture ✅ Scheduling virtual team-building activities has helped create a community. ↳ This sense of belonging is what ultimately pushes us to succeed together. Managing remote teams is about building trust & creating clear goals.

I’ve gone through 7 company pivots. Here are my learnings on leading through change: Building startups has meant I’ve constantly been navigating uncertainty. And honestly, it can be really hard. According to Harvard Business Review, over 50% of companies fail to create a sense of urgency when implementing new changes. This inability often stems from the paralyzing fear of ‘what if’, ↳ What if it ends badly? ↳ What if it doesn’t go well? ↳ What if we shouldn’t change at all? Most companies prefer denial to facing these fears. What has worked for me is: 1) Getting out of denial by acknowledging the challenges 2) Taking these 8 steps to set clear focus and build trust The first move is acknowledging everyone’s emotions and why it is hard: 1/ People Fear the Unknown ↳ Change shakes up our comfort zones and routines, making us anxious about what’s coming next. 2/ Change Creates Confusion ↳ Everyone needs to understand the "why" and "how" behind the change. 3/ Culture is Stubborn ↳ Old habits die hard. Changing the way things have always been done is tough. 4/ Resources are Limited ↳ Change takes time, money, and people. Juggling these with other priorities is a skill. You need focus. 5/ Uncertain Leadership is Exposed ↳ Leaders need to be fully on board and consistent in their messages to avoid mixed signals. 6/ Emotions Run High ↳ Change stirs up stress and fears about job security, which can derail efforts if not managed. This gets you out of denial and ready to take action. Once you’ve acknowledged the challenges, here are 8 steps to drive change: 1/ Set a very clear unifying goal: ↳ Change is stressful and so a simple clear goal is something the team can understand and get behind. 2/ Cut conflicting priorities: ↳ Conflicting priorities are a recipe for disaster. Cut “nice-to-have” projects and focus on the existential risk. 3/ Explain the “why”: ↳ Explain very clearly why change is needed and why the old way isn’t working. 4/ Be open about the challenges but remain positive ↳ The team need to trust you and so you should share the challenges. However, they need to have confidence you can deliver change. Your job is to give them that confidence. 5/ Communicate calmly: ↳ Your calmness and your stress will be contagious. Remember that. 6/ Provide emotional support: ↳ Unsuccessful change leaders only focus on the outcome - focus on your people’s emotions, and provide the support they need. 7/ Lead by example: ↳ Leaders need to be 100% committed to the change that you want to see in your team. 8/ Continue to learn: ↳ Always ask questions - continue to collect formal and informal feedback and integrate them. Change is never easy. But you can use these principles to make it easier. P.S. What is your top tip for leading through change? -- ♻️ Repost this to help your network become top performers. 📌 Want a high-resolution PDF of this? 1. Just follow me Will McTighe 2. Sign up for my free Level Up Community at lnkd.in/gKzZUq-b

Conflict gets a bad rap in the workplace. Early in my career, I believed conflict had no place in a healthy workplace. As I progressed, I realized that it was quite the contrary. The lack of conflict isn't a sign of a healthy work culture, rather it is an indication that important debates, discussions and differing viewpoints are being disregarded or suppressed. This insight revealed another key aspect: high-performing teams do not shy away from conflict. They embrace it, leveraging diverse opinions to drive optimal outcomes for customers. What sets these teams apart is their ability to handle conflict constructively. So how can this be achieved? I reached out to my friend Andrea Stone, Leadership Coach and Founder of Stone Leadership, for some tips on effectively managing conflict in the workplace. Here's the valuable guidance she provided: 1. Pause: Take a moment to assess your feelings in the heat of the moment. Be curious about your emotions, resist immediate reactions, and take the time to understand the why behind your feelings. 2. Seek the Other Perspective: Engage genuinely, listen intently, show real interest, and ask pertinent questions. Remember to leave your preconceived judgments at the door. 3. Acknowledge Their Perspective: Express your understanding of their viewpoint. If their arguments have altered your perspective, don't hesitate to share this with them. 4. Express Your Viewpoint: If your opinion remains unswayed, seek permission to explain your perspective and experiences. Remember to speak from your viewpoint using "I" statements. 5. Discuss the Bigger Objective: Identify common grounds and goals. Understand that each person might have a different, bigger picture in mind. This process can be taxing, so prepare beforehand. In prolonged conflict situations, don't hesitate to suggest breaks to refresh and refuel mentally, physically, and emotionally. 6. Know Your Limits: If the issue is of significant importance to you, be aware of your boundaries. For those familiar with negotiation tactics, know your BATNA (Best Alternative to a Negotiated Agreement). 7. Finalize Agreements: Once an agreement has been reached, continue the engagement to agree on responsibilities and timeframes. This ensures clarity on the outcome and commitments made. PS: Approach such situations with curiosity and assume others are trying to do the right thing. 🔁 Useful? I would appreciate a repost. Image Credit: Hari Haralambiev ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

To build your management toolkit, practice Microvalidations. Why? Culture--or the organizational context of work--can greatly enhance or detract from team effectiveness. When I speak to organizational leaders, they indeed value having their team members feel included. Yet, as the latest LeanIn McKinsey Women in the Workplace report and years of social science studies show, our cultures do not always deliver on the intention of inclusion. Instead, interruptions, stereotypical comments, and stolen or overlooked ideas can be quite commonplace in team dynamics. The frequency and negative impact have been shown to be much higher for people from marginalized groups, including women, people of color people from the LGBTQ+ community and people with disabilities. So, what can you do? I love these ideas from Prof. Laura Morgan Roberts, or positive actions managers can take to deliver on their intention of inclusion. Focus on what Roberts calls microvalidations. These are affirming actions that can help managers and teams create cultures where people feel valued and can effectively contribute to the team. These straight-forward actions, when done regularly, can become the good habits to foster inclusion. Here are Prof. Roberts’ microvalidations: ◾ Acknowledge presence. Women or people of color are often assumed to be of lower status when they walk into a room and are greeted with silence, not given full attention, or are interrupted, Roberts says. Give a nod or a warm smile and make eye contact. When someone is speaking, put away your phone and close your laptop. ◾ Validate identity. Refer to people as they want to be referred to. Don’t use nicknames or anglicize names that are harder for you to pronounce, Roberts said. ◾ Voice your appreciation. Share in real time when colleagues make important contributions, even if they are disagreeing with you. Highlight achievements to other members of your organization, whether the individual is in the room or not, Roberts said. ◾ Support leadership and growth. The leadership of managers and executives who are not white and not men is often challenged so women and people of color don’t get the same opportunities they need to grow and aren’t given the respect they deserve, Roberts said. Express confidence in their leadership, acknowledge the challenges they face, make introductions to key contacts and provide encouragement and coaching. Together, action by action, we can indeed build team contexts in which people can do their best work and be valued for their contributions. #diversityandinclusion #womenleaders