I will be honest, time to dedicate to writing has been hard to prioritise. However, some topics I find harder to resist than others: “organisational design,” and trust are almost irresistible. When my professional work encounters both, I tend to prioritise time to think and reflect, as I did on Saturday afternoon, and then write, as I did on Sunday.
In my new role as COO, I have joined an “intact team” and most recently, the CEO convened a new executive team. The dynamics of each are very different.
Inclusion Education is twenty years in the making.
The new executive team, supported by an external consultant, met for the first time this week.
New teams, often formed from scratch, embark on a journey through various stages of team development. These teams face initial challenges in establishing roles, building trust and setting norms. In contrast, intact teams, which have been working together for a longer period benefit or are hindered by established routines, relationships, and a higher level of cohesion or disharmony. Where effective teams survive, they have moved past the initial development stages and by their very existing, tend to operate with greater efficiency and stability. Understanding these differences is crucial for participants and leaders aiming to foster effective teamwork and drive organisational success. Easier said than written.
As I mentioned, our new exec team is working with an external consultant, and my first observation is that her presence and stewardship of the group, has immediately “flattened” the group and minimised the hierarchal influences experienced in almost all such teams. It has made a very tangible difference, with the CEO now a “team member” and less so the “team leader.”
Investing in external stewardship or possibly rotating the ‘chairperson’ is definitely worth considering.
Best teams?
The team was asked: What makes for the best teams? You will be expecting a number of common and expected responses however a few our of teams responses may surprise you: clarity, communication (and listening), the ability to keeping a confidence, “no rescuing,” “being seen as people, and recognising being ‘seen’, acceptance of one’s error and constructive decent.
I would suggest that this hints at a capacity of this exec team.
Quiz time
What I thought you might be interested in playing – was the “nearest-the-pin” style quiz. Based on a survey of 4,000 workers we were asked a range a questions. I have included my answer and the actually answer in brackets. (Context of the team is clearly important if not considered here)
Do we trust more if we admit our mistakes – 80% (Answer #84%)
Would the workplace be more effective if the people were more frank with their opinion 70% (Answer #70%)
If there is no debate in the meeting, there will be debate in the huddles after.
Natalie Simms, MBA, ICF (ACC) | LinkedIn
Do you sometimes feel that team projects suffer because people aren’t committed enough? 80 (Answer #86%)
Would your work as a team be more effective if people were better at holding one another accountable? 90% (Answer #89%)
In your work experience, have you seen projects suffer because people put their own needs ahead of the teams 94 (Answer #85%)
Building Vulnerability-Based Trust
The first behaviour we explored as an exec team was “trust.” Not a generic trust flavour, rather a very specific trust flavour: vulnerability-based trust. As best as I can present Patrick Lencioni definition, vulnerability-based trust is a foundational element for creating cohesive and high-performing teams. This type of trust involves team leaders leading be example and team members being completely open and honest with each other about their weaknesses, mistakes, and need for help. It requires open communication, shared experiences, that then fosters a deeper level of trust and collaboration.
Vulnerability-based trust and oxytocin are closely linked in the context of building trust within teams and organisations. Oxytocin, often referred to as the “trust hormone,” plays a significant role in social bonding and trust-building.
How Oxytocin Relates to Vulnerability-Based Trust
Oxytocin is known to enhance feelings of trust and bonding between individuals. Higher levels of oxytocin can lead to increased cooperation and collaboration within teams. Oxytocin has been shown to reduce stress and anxiety.
- When team members show vulnerability, it can trigger the release of oxytocin, which helps to strengthen interpersonal connections.
- Oxytocin promotes prosocial behaviours encouraging individuals more likely to support and trust each other.
It would appear that here lies an reciprocal relationship.
- Acknowledging and celebrating team members’ achievements can stimulate oxytocin production.
My reflection is that “Vulnerability-Based Trust,” abbreviated to “Trust” is a sizeable, if worthy, ambition in already trustful workplace contexts – such as Inclusion Education. If you are interested in knowing more about the work of Inclusion Education or working for an employer who values such approaches – why not visit?