Have you ever worked with someone who withheld their trust until you’d “earned it”? If so, you likely know the pressure, doubt, and even resentment that can come from such an environment. In my career, I’ve encountered two types of leaders: those who demand their teams earn their trust, and those who extend their trust willingly, assuming competence and integrity until proven otherwise. You can guess which one of these approaches I deem far more effective in building high-performing teams.
When leaders choose to start with trust, they empower their teams from day one. This initial act of belief communicates respect and confidence, instilling a sense of responsibility and loyalty that few other actions can achieve. When a team member feels that they are trusted, they’re more likely to rise to the occasion, embracing their responsibilities with enthusiasm and a desire to honor that trust. Trust fosters an environment where team members feel safe to take initiative, make decisions, and even make mistakes – all crucial elements for personal growth and team innovation.
On the other hand, when leaders hold back on trust, team members usually feel under constant scrutiny, fearful of making mistakes that could cost them this ever-distant approval. This creates a tense environment where team members are less likely to take calculated risks or think creatively, ultimately stifling growth and undermining performance. A leader’s withheld trust signals to employees that they are not valued, setting a tone of doubt and suspicion that erodes morale.
Of course, extending trust from the beginning does carry risks: not everyone will live up to expectations, and some may even exploit the trust placed in them. To minimize these risks, it’s essential to establish clear boundaries, expectations, and accountability measures. Communicate openly with your team about the importance of integrity and mutual respect, and make it clear that trust is neither unconditional nor unilateral; it requires alignment with the shared values and goals of the team. When necessary, be prepared to address breaches in trust directly and firmly – trust is freely given, but it must be safeguarded.
In the end, trust isn’t just a management strategy; it’s a choice to believe in people and their potential. By extending trust, you offer others the chance to thrive, and you may be surprised at just how often they exceed your expectations. So, choose to trust until proven wrong. It may require courage, and yes, sometimes you’ll be disappointed, but more often than not, you’ll inspire greatness. And that’s worth the risk.
