 |
Growth as a cause often results in an unhealthy culture, one in which short-termism and selfishness reign supreme, while trust and cooperation suffer.
|
059 |
 |
There is a difference between a group of people who work together and a group of people who trust each other.
|
106 |
 |
Trust is a feeling. Just as it is impossible for a leader to demand that we be happy or inspired, a leader cannot order us to trust them or each other.
|
106 |
 |
When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help.
|
106 |
 |
When we are not on a Trust Team, when we do not feel like we can express any kind of vulnerability at work, we often feel forced to lie, hide and fake to compensate.
|
106 |
 |
Teams naturally ostracize or keep at arm’s length the member they don’t trust.
|
114 |
 |
True trusting relationships require both parties to take a risk.
|
117 |
 |
We must model the behavior we want to see, actively incentivize the kinds of behaviors that build trust and give e people responsible freedom and the support they need to flourish in their jobs.
|
121 |
 |
Strongs relationships are the foundation of high-performing teams. And all high-performing teams start with trust.
|
127 |
 |
…trust is not built by pressure or force, trust is built by acting in a way consistent with one’s values, especially when it’s least expected.
|
206 |
