Are You Strong, Smart, Kind and Brave?
Trust isn’t just a nice-to-have in leadership—it’s essential. In fact, in Google’s Project Aristotle, a comprehensive study examining 250 attributes across 180 teams over two years, trust was identified as the most critical element of successful teams. This study, led by Julie Rozovsky, revealed that vulnerability-based trust—the foundation of psychological safety–was the common factor among highly effective leadership teams.
In trusting environments, individuals feel safe to admit mistakes, share bold ideas and collaborate openly. This level of trust enables teams to innovate faster, solve problems more effectively and adapt nimbly and with resilience. Trust transforms a group of individuals into a cohesive unit, capable of achieving extraordinary outcomes.
In contrast, low-trust environments stifle collaboration and breed individualism, with team members retreating into silos rather than working together toward shared goals. This lack of trust undermines morale and weakens the organization’s ability to adapt, grow and perform.
The Foundation of High-Performing Teams
High-performing teams don’t happen by accident. Building and sustaining trust requires intentional effort and consistent reinforcement.
They thrive in environments where trust is actively nurtured and reinforced through consistent actions, shared values and vulnerable authenticity. Who hasn’t dealt with dysfunctional team dynamics, unnecessary drama or fragile egos? These distractions drain time, emotional energy and intellectual focus from the tasks at hand. In contrast, when leadership teams operate from a place of trust—in their leader and in each other—they save time and energy while enjoying the camaraderie of working with trusted partners. These benefits lead to improved bottom-line results, higher retention and lower stress.
What Drives Trust?
The trust that a leadership team needs for success goes far beyond, “I trust you to do your job.” It involves a deeper level of trust. When our Vice President of Leadership Development, Emili Bennett, was asked by her 3-year-old daughter what she does for work, she explained, “I help leaders be strong, smart, kind and brave.” (Thanks to the SuperKitties on Disney+ for the inspiration.) Frankly, I think this is a pretty good explanation for all ages.
Vulnerability-based trust is evidenced by the willingness to:
Be authentic.
Admit mistakes and apologize when warranted.
Voice opinions, even (and especially) unpopular ones.
Respectfully hear opposing views and engage with curiosity.
Acknowledge not having all the answers.
Make hard decisions with empathy and respect.
This level of trust starts with the leader. Leaders must model and encourage these behaviors in others. Trust is further strengthened when individuals on the team possess self-confidence rooted in inner calm, allowing them to act authentically and decisively.
When Trust Falters
Trust has a fragility that can only be strengthened over time. When any of the above fundamental behaviors falters, trust can quickly erode. Leaders must demonstrate trust-building behaviors consistently in their actions and decision-making to maintain a healthy, high-trust environment.
Building and Sustaining Trust
Cultivating trust isn’t a one-time effort; it’s an ongoing process. Leaders must:
Actively listen
Follow through on commitments
Create an atmosphere of psychological safety by engaging in the previously-mentioned behaviors
At the heart of Bryant Group’s leadership education and coaching is a focus on trust– assessing it, digging into its meaning, defining how it shows up on a team and helping leadership teams build working relationships grounded in this fundamental attribute. By focusing on being strong, smart, kind and brave, we help leaders strengthen themselves and their teams to achieve lasting success. Trust isn’t just the foundation of great leadership—it’s the key to unlocking the full potential of an organization.
