Building Trust in Teams

TRUST YOUR TEAM *READ THE CAPTION* When I first started managing, I thought I had to control every detail - probably because that’s what leadership looked like on TV (Comical) But here’s the reality: if you’ve hired the right people, you need to give them the space to do their job. 

We’re all adults here. 

Micromanaging only creates noise and stifles productivity, no matter what industry or role you're in.

 Think about it: when you trust your team, they don’t just meet expectations - they exceed them. 

Autonomy is what drives growth. When people feel trusted to manage their time and make decisions, their best work emerges. 

They don’t need permission for every step - they need freedom. 

In return, they’ll keep you in the loop, because you’re building a partnership, not just managing tasks.
 Here’s the formula for success in any team, in any field:
 * Hire Right: It’s not just about skills - it’s about finding people who align with your values and can get the job done. * Trust Their Time: You’re not a babysitter. If you’ve brought in the right people, trust them to manage their workload. Stay updated, but don’t micromanage. * Provide Autonomy: Give them the freedom to make decisions and move things forward without constant oversight. * Stay Connected, Not Controlling: Open communication is key, but hovering isn’t. Regular check-ins work better than constant monitoring. * Recognise Wins: Celebrate success, big or small. Recognition motivates and reinforces trust. 
When you trust your team, they’ll not only meet expectations - they’ll go above and beyond. Trust leads to growth, and growth leads to results. Let them rise, and the results will speak for themselves. ♻️Rob Dance

Myth: Distributed companies don’t care about being in-person. Reality: Trust is often built in person and then reinforced. At Atlassian, we know that coming together matters, but we don’t believe that teams need to sit together 260 days a year. We bring teams together in-person 3-4 times a year, and make sure the priority is social bonding. Our research shows that these types of gatherings boost team connection by 27%, and that increase lasts for 4+ months. Great work can be done anywhere. Teams should meet to meet, not to work.

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

40% of CEOs are introverts. They're running trillion dollar companies like Google, Microsoft, and Berkshire Hathaway. Yet most leadership advice assumes you need to be the loudest voice in the room. The world's best CEOs aren't performing. They're processing. While others rush to speak, introverted leaders: → Use more prefrontal cortex (better long-term decisions) → Listen 80% of the time (3x more engaged teams) → Sustain deep focus for hours (4x productivity gains) I've coached hundreds of CEOs. The quiet ones consistently outperform. Not despite their introversion. Because of it. What society often says are leadership "weaknesses" are actually strategic advantages: That need for alone time?  ↳ It's when you solve complex problems others miss Your preference for writing? ↳ Creates clarity that prevents million-dollar mistakes Your small inner circle? ↳ Builds trust that shallow networkers never achieve Your tendency to over-prepare? ↳ Wins before you walk in the room The Quiet CEO Playbook: 1. Stop apologizing for thinking time  - Block 2-4 hours daily for deep work  - Your best ideas come in silence 2. Lead through writing first  - Send pre-meeting thoughts  - Let ideas marinate before discussing 3. Build your energy budget  - Know exactly what drains you  - Protect your recharge time fiercely 4. Create listening systems  - 1-on-1s over group meetings  - Anonymous feedback channels 5. Prepare like your advantage depends on it  - Because it does  - Information asymmetry is power The business world rewards the wrong things. Quick answers over right answers. Volume over value. Presence over impact. But markets don't care about personality types. They care about results. And introverts deliver results through: → Deeper thinking → Better listening   → Calmer decisions → Stronger focus You don't need to become an extrovert to succeed. Your quiet nature isn't a bug. It's a feature. The world has enough loud leaders. What it needs is more leaders who think before they speak. Who listen before they act. Who build before they boast. If that's you... Own it. P.S. Want a PDF of my Why Introverts Make Powerful CEOs cheat sheet? Get it free: https://lnkd.in/dNhDkyaJ ♻️ Repost to inspire a CEO in your network. Follow Eric Partaker for more leadership insights. — 📢 Want to lead like a world-class CEO? Our next cohort of the CEO Accelerator starts July 23rd. 30+ Founders & CEOs have already enrolled. Learn more and apply today: https://lnkd.in/duZeBbEf

“Trust but verify”.   ^ That’s the 3-word summary of the policy approach proposed by the Joint California Policy Working Group on AI Frontier Models (attached below).   Even if you’re not based in California, this is a fantastic rulebook on AI policy and regulation.   It's one of the more nuanced and deeply-thought papers that cuts past the generic “regulation v innovation” debate, and dives straight into a specific policy solution for governing frontier models (with wisdom draw from historical analogies in tobacco, energy, pesticides and car safety).   Here’s my quick summary of the “trust but verify” model.   1️⃣ TRANSPARENCY In a nutshell, the “trust but verify” approach is rooted in transparency, which is essential for building “trust”. But transparency is such a broad concept, so the paper neatly breaks it down in terms of: ▪️ Data acquisition ▪️ Safety practices ▪️ Security practices ▪️ Pre-deployment testing ▪️ Downstream impact ▪️ Accountability for openness There’s nuance and different transparency mechanisms to each area. However, transparency alone doesn’t guarantee accountability or redress. In fact, the paper warns us about “transparency washing” – i.e. where policymakers (futilely) pursue transparency for the sake of it without achieving anything. Transparency needs to be tested and verified (hence the “verify”).   2️⃣ THIRD PARTY RISK ASSESSMENT This supports the “verify” aspect, and the idea of “evidence-based transparency” (i.e. transparency that you can actually trust). This is not just about audits and evaluations, but also specific things like: ▪️ researcher protections (i.e. safe harbour / indemnity protections for public interest safety research) ▪️ responsible disclosure (i.e. infrastructure is needed to communicate identified vulnerabilities to affect parties)   3️⃣ WHISTLEBLOWER PROTECTION This means legal safeguards to protect retaliation against whistleblowers who report misconduct, fraud, illegal activities, etc. It might be the secret to driving *real* corporate accountability in AI.   4️⃣ ADVERSE EVENT REPORTING A reporting regime for AI-related incidents (similar to data breach reporting regimes) help with identification and enforcement + regulatory coordination and information sharing + analytics. 5️⃣ SCOPE What type of frontier models should be regulated? The paper suggests these guiding principles: ▪️ "Generic developer-level thresholds seem to be generally undesirable given the current AI landscape"   ▪️ "Compute thresholds are currently the most attractive cost-level thresholds, but they are best combined with other metrics for most regulatory intents"   ▪️ "Thresholds based on risk evaluation results and observed downstream impact are promising for safety and corporate governance policy, but they have practical issues" 👓 Want more? See my map which tracks AI laws and policies around the world (see link in 'Visit my website'). #ai #tech #airegulation #policy #california

Most relationships don’t die from conflict. They die from lack of context. We all know this truth: The quality of your life is deeply tied to the quality of your relationships. But here’s something we don’t talk about enough: The speed with which we build trust in those relationships can be a game-changing advantage. And the not-so-secret key to speeding up trust? Context. When I’ve taken the time to offer context—about what I’m feeling, why I’m acting a certain way, or where I’m coming from—relationships have almost always deepened. When I haven’t? They’ve often faded. Or worse, broken. And it usually happens slowly. Two people talk every day. But over time, the conversations flatten. Not because they care less, but because they stopped sharing context. And when that context fades, connection quietly disappears too. No matter what kind of relationship—friendship, work, family, romantic—when context is missing, connection starts to wither. And when context is shared, even simple moments turn meaningful. Let me show you what I mean. ⸻ Conversation A Alex: Hey, how’s it going? Jordan: All good. You? Alex: Can’t complain. They smile. Maybe chat a bit. But nothing meaningful gets exchanged. It’s polite. Safe. And very forgettable. If this becomes a repeated pattern, the relationship starts to erode. Not because of malice. But because of a lack of shared context. Now flip it. ⸻ Conversation B Alex: Hey, how’s it going? Jordan: Honestly? I’m okay, but a little off today. Alex: Oh? Say more! Jordan: I’ve been juggling too much. Work’s fine, but I feel like I’m constantly reacting instead of thinking deeply. It’s starting to wear on me. Alex: I know exactly what you mean—I felt that way for weeks. Want me to share what helped? … That tiny bit of vulnerability changed everything. The conversation didn’t just pass time. It built trust. It added context. And it strengthened connection. It gave the other person a texture of what you are thinking and feeling. ⸻ We often hold back from sharing what we’re really feeling because we assume it’s “too much” or “too boring.” We say to ourselves, why would that even be interesting to the other person. They are going through so much. But here’s the thing: You’re not oversharing. You’re not burdening them. You’re letting someone in. You’re giving them a map of your life. A deeper understanding. A chance to really know you. If someone cares about you—and wants to build something real with you—context isn’t noise. It’s essential nourishment. One conversation with context might be interesting. But 50 conversations with context? That’s how trust and familiarity is built to create a strong bond. That’s how teams click. That’s how friendships last. So remember this: Don’t deprive people of context. You’re not just talking about your day. You’re building something that will enrich both your lives. Set context. It matters. And it’s one of the most generous—and underrated—gifts we can give each other.

Next week marks 25 years since I founded Mongabay out of my passion for nature (https://mongabay.cc/pazNOU). I never imagined that a personal effort to raise awareness about tropical forests would evolve into a global network of dedicated journalists reporting from nature’s frontlines (https://mongabay.cc/9v8f9C). It’s been incredible to see the contributions of these talented individuals making a real-world impact, from halting destructive projects to inspiring meaningful action. Reflecting on this journey, here are a few lessons that have guided my approach at Mongabay: 🌿 Recognize when success is due to circumstances or good fortune, rather than solely talent or insight. Acknowledging the role of luck and external factors is crucial for understanding the true reasons behind why something has worked. 🌿 Model the behavior and values you wish to see in your team. Leading by example fosters a culture of integrity. 🌿 Invest your time and energy where it counts. Focus on areas where you can make the most significant impact, even if it means making tough choices. 🌿 Respect people and their ideas, other species and the ecological systems that sustain us. A holistic view of respect fosters a deeper connection to your mission and to each other. 🌿 Believe in the goodwill of others. This builds a foundation of trust. 🌿 Listen. Truly listening can reveal insights and perspectives that might otherwise be overlooked. 🌿 Encourage open communication. Dialogue is key to fostering innovation and resolving conflicts. 🌿 Limit assumptions, especially when it comes to people. Keeping an open mind reduces misunderstandings and promotes inclusivity. 🌿 Minimize micromanagement. Trust your team and give them the autonomy to thrive. 🌿 Find passionate people and offer them opportunities to pursue purposeful work. 🌿 Position people to succeed. 🌿 Ensure that people have the flexibility and support to maintain a healthy work-life balance 🌿 Foster a “no blame” culture. Learning from mistakes rather than assigning blame can reduce tension. 🌿 Admit when you’re wrong. 🌿 Say thank you. Genuine gratitude strengthens relationships and morale. 🌿 Follow through on commitments. Reliability is the cornerstone of trust and respect. 🌿 Be scrappy. Resourcefulness can overcome limitations and lead to innovative solutions. 🌿 Embrace iteration. Continuous improvement is essential in a changing world. 🌿 See things through. Persistence, with flexibility, can help overcome adversity. Staying committed while adapting to new challenges is crucial for long-term success. 🌿 Get outside regularly, ideally in nature. Nature can inspire and rejuvenate, reminding us why our work matters. Thanks to everyone who has been part of this journey. Your support and dedication have been invaluable. 📸 Jul 1999 and May 2024

In which of these 2 scenarios, will a sales rep sell more blenders? a) She nails the demo, flawlessly blending a smoothie in front of potential customers b) Same exact pitch, but when she pours the smoothie, she spills it all over the table Dr. Richard Wiseman conducted this exact study. More people bought the blender when she made an absolute mess. This phenomenon is called the "other shoe effect." The underlying principle: We instinctively know people aren’t perfect. So when someone appears too polished in high-stakes moments—job interviews, pitches, first dates—part of our brain asks: “What are they hiding? When does the other shoe drop?” The longer someone appears flawless, the more suspicious we get. This creates a dangerous cycle: • You try to appear perfect in the first impression • The other person's brain gets increasingly distracted wondering about your hidden flaws • When your imperfection finally shows (and it will), it hits much harder than if you'd acknowledged it upfront I learned this the hard way. When I first wrote Captivate, I tried to sound like an academic. My editor called it out: “This doesn’t sound like you.” So I rewrote the intro to be me, very me in a vulnerable way: “Hi, I’m Vanessa. I’m a recovering awkward person.” That vulnerability built instant trust. By dropping my shoe early, I built trust immediately and let readers know they were in good company. This is also how I introduce myself in conversations, and I have noticed everyone laughs and relaxes when I say it. There are a couple situations where you can actively use this effect: • Job interviews: After sharing your strengths, say "One area I’m still growing in is public speaking—which is why this role excites me." • Investor pitches: After a strong open, confess: "One challenge we’re still working through is [X], and here’s how we’re tackling it." • Team meetings: Proactively raise project risks, then offer a solution. Don’t let others discover it first. Rules to remember: • Choose authentic vulnerabilities, not fake ones • Drop your shoe AFTER establishing competence, not before • Pair vulnerability with accountability - show how you're addressing it Remember: The goal isn't to appear perfect. It's to appear trustworthy. And trustworthy people acknowledge their imperfections before others have to discover them.

24 years ago, I learned a lesson in a billion-dollar CEO’s office that stayed with me. The best leaders I’ve been around weren’t the ones who spoke the loudest or held the most authority. They were the ones who knew how to receive, the ones who could take in the full weight of what someone was saying, even if the words came out messy, heated, or uncomfortable. I watched as an employee came in, voice raised, frustration pouring out in sharp words that felt closer to an attack than feedback. I expected the CEO to shut it down, to demand respect, to set the tone. Instead, he leaned back in his chair, stayed silent, and let the man finish. When the room finally quieted, I asked him why he allowed it. His answer has never left me: “If I react to the delivery, I’ll lose the message. My job is to hear the message.” That perspective reshaped how I see leadership. Too many leaders are quick to defend themselves, quick to react to tone, quick to silence the discomfort. But in doing so, they often lose the truth that could have helped them grow their culture, their strategy, or their people. The real strength of a leader is not in shutting people down, but in creating an environment where the truth can be spoken without fear. And the connection is clear: when truth can be spoken, trust is built. When trust is built, performance follows. So here’s the lesson I carry forward: don’t waste your energy reacting to how feedback arrives. Your responsibility is to listen for the truth inside it, because that truth, not the tone, is what shapes a stronger team. #Leadership #Listening #Trust #OrganizationalCulture #HumanLeadership #PsychologicalSafety #GrowthMindset