Default High Trust
Start relationships by extending trust, then protect it with consistent contact, instead of making people earn it first.
In fast-growing companies, teams complain about misalignment and poor output. Underneath, the problem is usually a trust deficit, and a trust deficit breeds anxiety, politics and slow work.
The model is to start from high trust by default. With stakeholders, that means regular conversations from day one and an agreed way of working, a shared “trust code”. It feels like an uphill climb at first, while both sides adjust, but it becomes the base everything else is built on.
Signs you need it
- Teams describe each other as “they”.
- Decisions get re-litigated after meetings.
- People cc managers to protect themselves.
Where to start
Assume good intent, show up consistently, and make your working style explicit, so others can predict you. Trust grows from being predictable as much as from being right.
The essay
Building Trust
Foundation of high impact teams
In fast-growing companies, I often hear complaints about functional teams not being aligned or failing to make the right organisational impact. It’s a common challenge in high-speed environments. Early in my career, I worked in many such teams. While the symptoms often looked like poor productivity, the underlying issue was almost always a trust deficit.
Over time, I’ve learned that when trust is lacking, it leads to anxiety, backstabbing, and low productivity—ultimately resulting in a net negative impact. Here’s how I approach building trust at different levels:
1. Stakeholder Trust
When leading an organisation or team, building trust with stakeholders from day one is crucial. My approach is to start with default high trust. I consistently engage with stakeholders through regular discussions, ensuring alignment and fostering a shared trust code and understanding across teams.
This consistent effort establishes a common theme of trust—a bedrock for stakeholder management. While it might feel like an uphill climb at first, as both sides adjust to a shared working style, this foundation is essential for driving new ideas and developments effectively.
2. Multi-Functional Team Trust
When I’ve taken over teams with significant trust deficits, a recurring issue has been the lack of a shared objective and direction. Teams often work in silos, optimising for their individual goals, which undermines the overall organisation.
The best way to address this is:
Set a Common Goal and structure: Align the entire team around a clear, unified objective. E.g. POD structures
Define Shared KPIs: Establish measurable, team-wide goals that everyone works toward.
Encourage Joint Working Style: Have teams present their plans together to promote mutual clarity and accountability.
Over time, these efforts lead to teams naturally collaborating and covering for each other when needed. As a leader, my role is to guide, mentor, and establish direction—but I’ve often been pleasantly surprised by how teams execute with greater impact once trust is rebuilt.
3. Building Trust with Individuals
Teams are ultimately made up of individuals, and their trust in the direction is critical. To gauge this, I regularly conduct impromptu catch-ups across all levels. These informal conversations help me understand their confidence in the leadership, uncover blockers, and check for alignment. The key here is to listen genuinely and act swiftly on issues raised. This not only boosts the team’s confidence but also reinforces their trust that leadership is actively supporting them.
4. Trust, But Verify
While building a trust-driven team and organisation is vital, it’s equally important to continuously monitor it. Alongside evaluating product and business impact, I regularly assess the team’s trust performance. Trust isn’t a one-time effort—it’s an ongoing process of nurturing, aligning, and verifying that it’s delivering the desired results.
Trust is the invisible force that drives alignment, collaboration, and impact. Whether it’s with stakeholders, across teams, or with individual members, investing in trust ensures stronger execution, better outcomes, and a more cohesive organization. A high-trust team not only delivers results but often exceeds expectations.
What do you do to elevate trust?