Building Trust for Open Conversations About Improvement

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

🔷 Career Corner Insight: Creating Psychological Safety in Teams 🔷 What makes a team truly high-performing isn’t just skill—it’s trust. And at the heart of trust lies psychological safety. It’s the foundation that allows people to ask hard questions, admit mistakes, propose bold ideas, and show up as their full selves—without fear of humiliation or punishment. In healthcare and technology especially, where innovation, precision, and collaboration intersect, the ability to speak up can be the difference between solving a challenge or staying silent and stuck. So how do leaders create psychological safety? It starts with intention: 🔸 Model vulnerability from the top. Leaders who say “I don’t know” or “I got that wrong” set the tone for openness. If you want candor from your team, show them it’s safe to be human. My mea culpa often begins with "Oops...." where it is framed appropriately based on the situation and takes full accountability for a result. The level of "Oops..." may vary, yet consistently is owned and sets up the team to share theirs too. 🔹 Reward curiosity—not just results. Encourage your team to ask questions, test ideas, and explore new approaches—even if they don’t lead to immediate wins. Innovation grows where risk-taking is respected. Incrementalism or "base hits" as I prefer to note, stack up quickly and can lead to a winning environment as it is the constant pursuit of improvement that makes an incredible impact. 🔸 Address breakdowns with empathy. When mistakes happen (and they will), shift the lens from blame to learning. Make it about process improvement, not personal fault. This builds trust and resilience. It also fosters camaraderie as people lean into one another for their expertise and are willing to share what they don't know as freely as what they do know, and it benefits everyone in terms of where there may be collective gaps and abundance to build upon. Creating psychological safety isn’t a one-time leadership tactic—it’s a culture you cultivate daily. And - it starts with you! Bonus insight: Google’s landmark Project Aristotle study found that the #1 predictor of high-performing teams wasn’t skill or experience—it was psychological safety: the ability to take risks and be vulnerable without fear of embarrassment or punishment. 💬 How are you building environments where your team feels safe to take risks and speak up?

Everyone expected me to come in with new systems. New processes. New rules. Instead, I used one strategy that led to 40% improvement across every metric. The strategy was called "respect". But let's take the journey together on how respect allowed me to efficiently oversee a multi-million dollar account; 📌 Day 1: I did something different. I scheduled individual meetings with each leader. Then brought them together as a group. I asked one question: "Tell me what we can do to make your load easier." They expected new rules. New systems. New ways to "hold them accountable." Instead, I honored the work they'd already done. 📌 Week 2: I built relationships differently. I made a commitment early on: I never correct people in front of others. I've seen that approach in action. And I saw the after effects ; it killed their authority among those they lead and their peers. So I made a note to never do that in my leadership. When team members shared barriers, I listened. When they offered solutions, we collaborated. When they faced challenges, I supported them through it. I was honest about what could happen sooner or later. All these actions was building relationships and trust in small ways and big ways. Through respect and follow through. 📌 Month 3: The seeds of relationship changed everything. The team started bringing me problems before they became crises. They offered solutions, not just complaints. They began collaborating with each other and across teams instead of unnecessarily competing. Difficult conversations became natural. Trust replaced tension. The transformation: ✅ Client satisfaction: Up 35% ✅ Service level agreements: 98% compliance ✅ Team engagement: Highest in the organization ✅ Process improvements: 12 implemented by the team ✅ Contract performance: Exceeded every target Here's what respect actually looked like: I met with leaders individually first, then collectively. I let them be transparent about what wasn't working. I asked for their input before making decisions. I built relationships that made tough conversations not so tough. The result: They didn't just meet expectations. They exceeded them. They didn't just follow processes. They improved them. They didn't just help me manage clients. They delighted them. Here's the lesson that changed everything: When you respect people's expertise, they become innovators. When you respect their challenges, they become problem-solvers. When you build real relationships, difficult conversations become collaboration. ‼️ Respect turned a struggling team into a high-performing powerhouse. 40% improvement. Zero additional budget. One simple strategy. People-first isn’t just a nice to have it’s the missing piece to your organization’s leadership revival. Do tell , What's one way you could show more respect for your team's expertise this week? #ProfessionalWomen #PersonalDevelopment #Leadership

What do you do when someone on your team is brave enough to criticise you? Me? I promote them as soon as possible. Why? Because in high-performing companies, innovation thrives when teams feel empowered to challenge ideas respectfully. As a leader, fostering a culture of constructive dissent can unlock your team’s full potential and fuel spectacular business growth. Here are 5 techniques I use to build openness and encourage dialogue: 1. Encourage continuous feedback Don’t wait for annual reviews or formal discussions. Make candid feedback a regular part of daily operations — through check-ins, town halls, or anonymous surveys. The more often feedback is shared, the less intimidating it becomes. 2. Model respectful dissent How do you react when your ideas are challenged? Leaders should actively invite differing viewpoints and listen with an open mind. When leaders encourage respectful dissent, it signals to everyone that diverse perspectives are truly valued. 3. Reward honest opinions Recognise those who respectfully challenge the status quo. This reinforces the idea that fresh thinking is an asset, not a liability. (Fun fact: The US State Department has an annual Constructive Dissent Award, given to those who courageously stand by their principles.) 4. Be transparent in decision-making After making a decision, explain the reasoning behind it. Even if someone’s idea isn’t chosen, knowing their input was genuinely considered strengthens future buy-in and trust. 5. Align after discussion Once a decision is made, the team must unite behind it to make it work. Remind everyone that while debate is healthy during the process, whole-hearted execution is key to success. You really can criticise your way to success. A culture of constructive dissent leads to smarter decisions and a more productive team. The key? Making sure every voice is heard and valued. Do you agree? Promise not to fire you if you don't!

A few years back, giving feedback, especially when it wasn’t all positive was tough for me (seriously). I used to worry about how my words would be received and whether I’d create resentment or anxiety. But with time I’ve learned that feedback, when approached thoughtfully, can be a powerful catalyst for growth. Here’s a simple 3-step approach that has transformed my feedback conversations (they are game changers): 📌 I start by asking team members how they think they did. This simple question helps them feel more in control and allows them to pinpoint areas for improvement. Instead of launching into my thoughts, I might ask, “How do you think your presentation went?” This sets a collaborative tone right from the start. 📌 Acknowledge what they did well. I like to start with the positives to remind my team that they have strengths, even if there are areas to improve. For example, I might say, “You really communicated the vision clearly and engaged the audience with your energy.” This kind of recognition helps ease any tension and sets a positive tone. 📌 Finally, I share my insights on how they can improve moving forward. This is about guiding them to success rather than just pointing out mistakes. For example, I might suggest, “Next time, consider preparing a bit more to ease any nerves.” This keeps the focus on solutions and growth. Feedback conversations don’t have to be intimidating. When we create a safe space for open dialogue, we empower our team members to grow and improve. Remember, it’s our responsibility to create an environment where feedback is not only welcomed but embraced. Let’s strive to make our conversations meaningful and motivating. #Teamculture #Leadership #Feedback

As a facilitator of team retreats, I often hear this request: “Let’s make sure we focus on the positive messages and end on an upbeat note so people feel motivated.” Here’s the truth: People don’t leave a retreat energized just because it was positive. They leave energized when they’ve experienced real trust—the kind that comes from honest, authentic conversations about the vision and the complications surrounding it. That trust is built when: – Hard topics and underlying tensions are surfaced—not swept aside. – Gaps between what we say and what we do are acknowledged. – Leaders stay present in discomfort instead of bypassing it. – Team members are treated like adults—capable of engaging with truth, complexity, and growth. – People’s realities are validated, and honest conversations happen about what’s driving the challenges—and how to move forward. It’s not about avoiding “negativity.” It’s about creating the kind of space where real conversations can happen—where people walk away not just feeling good, but feeling seen, respected, trusted, and included.

🚧 𝗦𝗸𝗲𝗽𝘁𝗶𝗰𝗮𝗹 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 𝗰𝗮𝗻 𝗯𝗲 𝘁𝗵𝗲 𝘀𝗶𝗹𝗲𝗻𝘁 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗸𝗶𝗹𝗹𝗲𝗿𝘀.🚧 Ever pitched a brilliant project plan only to face a wall of skepticism? It’s disheartening when your best ideas are met with doubt. The real challenge isn’t just presenting the plan; it’s convincing others that it’s not just feasible but essential. 😓🔍 Having navigated countless projects with doubtful stakeholders, I’ve seen firsthand how paralyzing this skepticism can be. Whether it’s a lack of trust, previous failures, or simply fear of the unknown, the roadblocks can seem insurmountable. 🔎 Common but ineffective strategies: ❌ Generic presentations fail to address specific concerns. ❌ Over-promising without backing up claims with data. ❌ Ignoring individual stakeholder needs for a one-size-fits-all approach. These methods often fall flat because they don’t connect with stakeholders on a personal level or address their unique worries. 🎯 Here’s what works: 1️⃣ 𝗗𝗲𝗲𝗽 𝗗𝗶𝘃𝗲 𝗶𝗻𝘁𝗼 𝗖𝗼𝗻𝗰𝗲𝗿𝗻𝘀: Start by understanding the root of skepticism through direct conversations or feedback sessions. Address specific worries with data and comparisons. 2️⃣ 𝗕𝘂𝗶𝗹𝗱 𝗧𝗿𝘂𝘀𝘁 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆: Showcase past successes and provide evidence of your expertise. Highlighting relevant case studies can bolster your credibility. 3️⃣ 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Conduct a thorough risk analysis and communicate it clearly. Use visual aids and regular updates to keep stakeholders informed and reassured. 4️⃣ 𝗧𝗮𝗶𝗹𝗼𝗿 𝗬𝗼𝘂𝗿 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Adapt your approach to match each stakeholder’s preferences. Offer personalized updates and engage advocates who support your vision. 5️⃣ 𝗦𝘁𝗮𝘆 𝗙𝗹𝗲𝘅𝗶𝗯𝗹𝗲: Be ready to adapt your strategies based on feedback and evolving concerns. Continuous improvement shows commitment and responsiveness. 💡 Ready to turn skepticism into support? ✨ 𝗔𝗟𝗪𝗔𝗬𝗦 𝗥𝗘𝗠𝗘𝗠𝗕𝗘𝗥✨ “The only limit to our realization of tomorrow is our doubts of today.” — Franklin D. Roosevelt 🚀 Let’s chat! Drop me a message and discover how we can tackle stakeholder skepticism together, ensuring your project’s success and stakeholder buy-in. Don’t wait—let’s make your vision a reality now! #StakeholderManagement #ProjectSuccess #Leadership #RiskManagement #EffectiveCommunication #BuildingTrust

3 rules I follow to build trust in tech teams Trust isn't built in a sprint—it’s built in the day-to-day. In every data or tech team I’ve led, trust has been the foundation that makes innovation, feedback, and velocity possible. Here are 3 rules I live by: 🔁 Be transparent, even when it’s messy Not everything goes according to plan—and that’s okay. I share context, blockers, and decision points openly. People don’t expect perfection—they expect honesty. 📣 Give credit loudly, give feedback privately Recognition fuels motivation. I make a habit of celebrating wins in the open and handling tough conversations with care and respect. 🧭 Stay consistent in your values, not just your decisions Tech evolves quickly—but how you lead shouldn’t. I ground my leadership in clarity, fairness, and respect, even when priorities shift.

It’s fun when a post takes off, right?!?! Recently one of my posts gained more traction than usual and a friend said something that really stuck with me. “It feels good to be heard and taken seriously.” Yes! It feels great to be heard and taken seriously. It’s validating. It reminds us that what we share matters. This got me thinking though, not about LinkedIn engagement, but about our employees. Not everyone is comfortable speaking up, whether in a meeting or even in a one-on-one setting. The quietest person in the room often has some of the most valuable, innovative ideas, but no one benefits if those ideas are kept quiet. On the flip side, some employees do speak up only to feel dismissed or ignored. Overtime, that dismissal silences them, leading to disengagement, frustration and ultimately turnover. As leaders, we have a responsibility to do better. Making employees feel heard isn’t just “nice to have”; it’s a cornerstone of engagement, innovation, and trust. So, how do we create a culture where every voice matters? Here are a few simple ways to start: ✅ Model active listening - Put down your phone, stop multi-tasking, make eye contact, and show you’re fully present. A small act, but it makes a big impact. ✅ Ask open-ended questions - Encourage employees to share their thoughts by asking questions like, “What’s your perspective on this?” or “How would you approach it differently?” ✅ Acknowledge ideas, even the 'silly' ones - Every idea has potential. Sometimes a seemingly off-the-wall suggestion lightens the room and sparks the brainstorming that leads to brilliant solutions. ✅ Follow up: If someone shares an idea or concern, circle back to show them you took it seriously. Even if it’s not feasible, explain why. It will build trust and reinforce that their input matters. When employees feel heard and taken seriously, you create an environment where they feel safe to innovate, engage, and truly invest in the organization’s success. As for my LinkedIn post? It’s just another reminder of the power of being heard, regardless of the workplace or a social platform. When we listen and value each other’s voices, amazing things happen. How do you help your team members feel heard? I’d love to hear your thoughts. And if you’re reading this—thank you for hearing me. ❤️ #fractionalhr #leadership

Today, I'm talking to a group of proactive leaders about the actions they can take to build high-trust teams. It will be time well spent because trust pays off. People feel happier in their roles and teams perform better together. We refer a lot to Amy Edmondson's research on psychological safety and in almost every team we work with, the factor they fall down on is the ability to have tough conversations. There isn't really a quick fix, but I've pulled together some of the tools I find most useful in helping teams talk about 'tough stuff'. 1️⃣ Use the assertiveness matrix we shared in episode 276 of the Squiggly Careers podcast to understand the current dynamic of the conversation 2️⃣ Watch Margaret Heffernan’s TED Talk 'Dare to disagree’ as a team to reflect on what you do well and where you could improve 3️⃣ Practice your tough conversation skills with AI and get feedback (Toby Sinclair has created a great AI roleplay tool that I'd highly recommend having a play with https://lnkd.in/eQtmF4-s) 4️⃣ Reflect on the role that you play in the conversation by using Megan Reitz's TRUTH Framework I've linked to everything in the PDF below - please download / share if you find it useful or message me if it's easier to have the links in your inbox! ______ 💡 I write about squiggly career skills and learning at work. ✅ Follow Helen Tupper for daily posts on career development.