Strategies for Building Trust in Science Teams

𝗢𝗻 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗿𝘂𝘀𝘁 𝘄𝗶𝘁𝗵 𝘁𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀 Early in my career, I thought being a great researcher meant delivering perfect insights. I spent hours polishing slides, crafting the clearest recommendations, thinking that’s how I would gain influence and drive impact. But over the years, I’ve learned: 𝗧𝗿𝘂𝘀𝘁 𝗶𝘀𝗻’𝘁 𝗯𝘂𝗶𝗹𝘁 𝗶𝗻 𝗳𝗶𝗻𝗱𝗶𝗻𝗴𝘀 𝗮𝗹𝗼𝗻𝗲. 𝗜𝘁’𝘀 𝗯𝘂𝗶𝗹𝘁 𝗶𝗻 𝗵𝗼𝘄 𝘆𝗼𝘂 𝘀𝗵𝗼𝘄 𝘂𝗽. Looking back, some of the most trust-building moments weren’t in research readouts, but in smaller and ongoing interactions like chats, 1:1s, tech reviews and roadmap meetings. At first, these deeply technical discussions about model architectures, system tradeoffs, and backend constraints felt daunting. But I leaned in with deep curiosity to learn their world – their language, their constraints, how they define success. I began asking questions that brought a different lens – questions about user experience implications, hidden assumptions in metrics, and whether definitions of success truly aligned with user value. Over time, I noticed a shift. Partners began pulling me into more of these conversations. They valued not only the different perspective I brought but also that I was designing research grounded in their reality. The closer I got to their world, the more they trusted me to help them navigate complexity with users in mind. Here are a few lessons that have guided me: 💡 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆, 𝗻𝗼𝘁 𝗰𝗿𝗶𝘁𝗶𝗾𝘂𝗲. It’s easy to point out flaws. It’s harder – and far more powerful – to ask questions that unlock better thinking. 💡 𝗚𝗲𝘁 𝗰𝗹𝗼𝘀𝗲 𝘁𝗼 𝘁𝗵𝗲𝗶𝗿 𝘄𝗼𝗿𝗹𝗱. Sit in their reviews and participate in their discussions. Learn the tradeoffs they’re wrestling with. Empathy is the foundation of trust. 💡 𝗦𝗵𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗰𝗼𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻𝘀. When partners see how you approach a problem, they begin to trust your intuition and judgment, not just your final results. 💡 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘂𝗽𝗹𝗲𝘃𝗲𝗹𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝘄𝗼𝗿𝗸. Research isn’t just about answering questions; it’s about reframing them to drive better decisions. When partners see that your involvement helps them achieve goals faster, better, and with greater user impact, trust accelerates. 💡 𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝘁𝗵𝗲𝗶𝗿 𝘄𝗶𝗻𝘀. Research insights are powerful, but it’s the engineers, PMs, and designers who build and ship. Recognizing their contributions creates shared ownership and success. At the end of the day partnership is built in 𝘀𝗺𝗮𝗹𝗹 𝗺𝗼𝗺𝗲𝗻𝘁𝘀 – asking a clarifying question that reframes priorities, acknowledging a tough tradeoff, or staying a bit longer to align on next steps. Trust grows when partners see you’re not just doing your job, but actively working to strengthen their efforts and amplify their impact.

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

The most dangerous thing in a meeting isn’t a heated debate—it’s silence with a fake nod. In low trust teams, they don’t speak up in meetings, then vent in private. They smile at the plan, but quietly ignore it. They avoid conflict, and call it being “a team player.” The best teams? They debate. They challenge (the ideas) They raise their hand and say, “I see it differently and here’s why.” Because real alignment only comes after real conflict. If your team never disagrees, they’re not aligned—they’re avoiding. So, what do you do? 1️⃣ In decision-making meetings, try designating someone to challenge the prevailing view—even if they agree with it. It normalizes dissent. It protects the team from groupthink. And it gives quiet voices permission to speak truth without fear. Because when conflict is expected, it becomes productive. 2️⃣ Ask each person privately: “What’s one thing you think but haven’t said out loud in our meetings?” Then just listen. No defending. No fixing. When people feel heard without punishment, trust starts to grow. Invite them to share more of those views in group settings. And when they do, welcome it. Say, “This may feel uncomfortable for some of you, but I want us all to welcome more debates over ideas. It’s not me vs you, but me and you vs the problem.” If they still aren’t voicing dissent in team meetings, it may not be that they don’t care— but because they don’t feel safe. Then try going first and modeling the behavior you want with vulnerability. In your next meeting, say: “Here’s where I might have dropped the ball. What am I not seeing?” Or, “Here’s where I might be wrong. What am I missing?” Vulnerability builds trust. And trust invites truth. And when disagreement is safe, alignment gets real. How do you build a culture of healthy conflict over ideas?

Most teams aren’t unsafe— they’re afraid of what honesty might cost.👇 A confident team isn’t always a safe team. Real safety feels like trust without fear Psychological safety isn’t about being nice. It’s about building an environment where truth can exist — without penalty. Where people speak up because they believe they’ll be heard, Not just to be loud. Here’s how to create a space where honesty doesn’t feel risky: 10 Ways to Foster Psychological Safety in Your Team 1️⃣ Acknowledge mistakes openly ↳ Normalize imperfection so everyone feels safe owning up. 2️⃣ Ask for feedback on your own performance ↳ Leaders go first. 3️⃣ Celebrate questions, not just answers ↳ Curiosity signals trust. 4️⃣ Pause for the quiet voices ↳ “We haven’t heard from X yet. What do you think?” 5️⃣ Replace blame with ‘Let’s find the cause’ ↳ Shift from finger-pointing to problem-solving. 6️⃣ Speak last in discussions ↳ Let others lead; you’ll hear their raw perspectives. 7️⃣ Reinforce confidentiality ↳ Discuss ideas without fear they’ll be shared publicly. 8️⃣ Encourage respectful dissent ↳ Conflicting views spark creativity. 9️⃣ Admit you don’t know ↳ Authenticity paves the way for others to do the same. 🔟 Offer thanks for honest feedback ↳ Show appreciation for candor, even if it stings. 1️⃣1️⃣ Set clear expectations for respectful communication ↳ Clarity creates comfort and consistency. 1️⃣2️⃣ Create space for personal check-ins, not just work updates ↳ Human connection builds trust faster than status updates. 1️⃣3️⃣ Invite rotating team members to lead meetings ↳ Empowering others signals trust and grows confidence. 1️⃣4️⃣ Support team members who take thoughtful risks ↳ Reward courage even when outcomes aren’t perfect. 1️⃣5️⃣ Recognize effort and growth, not just outcomes ↳ Celebrate the process, not just the win. Psychological safety doesn’t grow from good intentions, It grows from repeated proof that honesty matters more than perfection. ❓ Which one will you try first? Let me know in the comments. ♻️ Repost to help your network create safer, more trusting workplaces. 👋 I write posts like this every day at 9:30am EST. Follow me (Dr. Chris Mullen) so you don't miss the next one.

🤐 "Dead Air" on Zoom? It’s Not Disengagement — It’s Cultural. 🌏 Your global team is brilliant, but meetings are met with silence. You ask for input, and… nothing. It’s not that they don’t care. It’s cultural. In many cultures, challenging a leader publicly can feel disrespectful. Speaking up might risk "losing face." So, instead of collaboration, you get cautious nods, and critical ideas die quietly. 💥 The cost? Missed feedback, hidden conflicts, derailed timelines, and talent feeling unseen and unheard. But it doesn’t have to be this way. 🚀 Here’s how to encourage real participation and build trust across cultures — starting today. 1️⃣ Invite opinions privately first. Many cultures value privacy and may hesitate to disagree publicly. Before the meeting, send out an agenda and ask for input by email or private chat. This gives team members time to reflect and feel safer sharing. 2️⃣ Create "round robin" sharing moments. During the call, explicitly invite each person to share, one by one. Use phrases like: "I’d love to hear a quick insight from everyone, no wrong answers." This reduces the fear of interrupting or "stepping out of line." 3️⃣ Model vulnerability as a leader. Share your own uncertainties or challenges first. For example: "I’m not sure this is the best approach — I’d really value your perspective." When you show it’s safe to be open, your team will follow. 4️⃣ Acknowledge and validate contributions publicly. After someone shares, affirm them clearly. For example: "Thank you for that perspective — it really helps us see this from a new angle." This builds psychological safety and encourages future participation. 5️⃣ Use cultural "mirroring" techniques. Mirror verbal and non-verbal cues appropriate to different cultures (e.g., nodding, using supportive phrases). Show respect for varying communication styles instead of forcing a "one-size-fits-all" dynamic. ✨Imagine meetings where every voice is heard and your team’s full potential is unlocked. Ready to stop the silence and turn diversity into your superpower? #CulturalCompetence #GlobalLeadership #InclusiveTeams #PsychologicalSafety #CrossCulturalCommunication