Building Team Chemistry

One of my client companies recently made a bold shift: They replaced their Engagement KPI with a Trust KPI. And it’s one of the smartest moves I’ve seen. Why? Because trust is not a byproduct of engagement - it’s the precondition. 📚 Research backs this up: A meta-analysis by De Jong et al. (2016) found that team trust is a strong predictor of performance, especially in high-interdependence teams. Yet we treat trust like something we either have or don’t. 👉But trust isn’t a mood but rather a design decision. To start with, we need to understand 3 types of trust: 1. Cognitive 2. Affective 3. Swift Most leaders focus on cognitive or affective trust - built over time. But there’s a third type they don’t know about: Swift Trust. 📍Swift Trust forms quickly in temporary, remote, or fast-moving teams. It doesn’t require deep familiarity, it requires structure. And here’s how leaders can engineer it: ✔️ Start with clearly defined roles and expectations ✔️ Align fast around shared goals and purpose ✔️ Create quick wins that build early credibility ✔️ Model openness and ask for input from day one ✔️ Name the importance of trust explicitly In other words, trust isn’t “earned slowly” in every context. It can be catalyzed intentionally if you know how. That’s what I’m helping this client do: not just educate about trust but build it inside the team with psychological safety and my method, one behavior and ritual at a time. Because when trust becomes a designed feature, not an accidental outcome - performance, inclusion, and engagement follow. P.S.: Which type of trust is most alive in your team right now?

One of the hardest balances to master as a leader is staying informed about your team’s work without crossing the line into micromanaging them. You want to support them, remove roadblocks, and guide outcomes without making them feel like you’re hovering. Here’s a framework I’ve found effective for maintaining that balance: 1. Set the Tone Early Make it clear that your intent is to support, not control. For example: “We’ll need regular updates to discuss progress and so I can effectively champion this work in other forums. My goal is to ensure you have what you need, to help where it’s most valuable, and help others see the value you’re delivering.” 2. Create a Cadence of Check-Ins Establish structured moments for updates to avoid constant interruptions. Weekly or biweekly check-ins with a clear agenda help: • Progress: What’s done? • Challenges: What’s blocking progress? • Next Steps: What’s coming up? This predictability builds trust while keeping everyone aligned. 3. Ask High-Leverage Questions Stay focused on outcomes by asking strategic questions like: • “What’s the biggest risk right now?” • “What decisions need my input?” • “What’s working that we can replicate?” This approach keeps the conversation productive and empowering. 4. Define Metrics and Milestones Collaborate with your team to define success metrics and use shared dashboards to track progress. This allows you to stay updated without manual reporting or extra meetings. 5. Empower Ownership Show your trust by encouraging problem-solving: “If you run into an issue, let me know your proposed solutions, and we’ll work through it together.” When the team owns their work, they’ll take greater pride in the results. 6. Leverage Technology Use tools like Asana, Jira, or Trello to centralize updates. Shared project platforms give you visibility while letting your team focus on execution. 7. Solicit Feedback Ask your team: “Am I giving you enough space, or would you prefer more or less input from me?” This not only fosters trust but also helps you refine your approach as a leader. Final Thought: Growing up playing sports, none of my coaches ever suited up and got in the game with the players on the field. As a leader, you should follow the same discipline. How do you stay informed without micromanaging? What would you add? #leadership #peoplemanagement #projectmanagement #leadershipdevelopment

My son told me last week that most teams are improperly polymerised. He's 12. He's also not wrong. We released our latest Coaching Chemistry newsletter on 8 Feb, and the response has been... let's say revealing. Lots of senior leaders quietly admitting their teams can't function without them in the room. Turns out when you compare team building to chemistry, the metaphor hits differently. Here's the short version: Addition polymerisation = fast team formation under pressure. High energy leader breaks existing bonds, forces rapid reactions. Team moves quickly but stays fragile. Leader leaves, everything stops. Condensation polymerisation = slower, intentional bonding between team members (not just to the leader). More complex structure. Actually resilient under pressure. Most of us are accidentally building plastic bags when we need body armour. The diagnostic question that's making people uncomfortable: Does your team's performance drop noticeably when you're out of the office? If yes, congratulations. You're the free radical holding the entire chain together. Your team has bonded to you, not to each other. One CEO I'm coaching spent her first 90 days just listening. Her board was twitchy. Six months later when the market disrupted, her team didn't fracture. She'd built Kevlar. The previous leader had built cling film. If you missed the full newsletter (science bit from my son, leadership translation from me), link in comments. Worth the read if you're rebuilding a team or wondering why yours feels fragile. #LeadershipDevelopment #ExecutiveCoaching #TeamBuilding #CoachingChemistry #OrganisationalPsychology

𝐓𝐞𝐚𝐦 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 is a crucial aspect of a 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐞𝐚𝐦. Effective team management is essential for guiding a team of employees, especially in achieving organizational objectives and maintaining quality. "𝑻𝒉𝒆 5 𝑫𝒚𝒔𝒇𝒖𝒏𝒄𝒕𝒊𝒐𝒏𝒔 𝒐𝒇 𝒂 𝑻𝒆𝒂𝒎" by 𝐏𝐚𝐭𝐫𝐢𝐜𝐤 𝐋𝐞𝐧𝐜𝐢𝐨𝐧𝐢 explores common issues that hinder team success and provides strategies to overcome them. The book presents a 5-level model that explains the potential problems a team might face and how these issues impact one another. 𝑻𝒉𝒆 𝒂𝒃𝒔𝒆𝒏𝒄𝒆 𝒐𝒇 𝒕𝒓𝒖𝒔𝒕 𝒊𝒔 𝒕𝒉𝒆 𝒇𝒐𝒖𝒏𝒅𝒂𝒕𝒊𝒐𝒏 𝒐𝒇 𝒕𝒉𝒆 𝒑𝒚𝒓𝒂𝒎𝒊𝒅 𝒐𝒇 𝒅𝒚𝒔𝒇𝒖𝒏𝒄𝒕𝒊𝒐𝒏𝒔, 𝒘𝒉𝒊𝒍𝒆 𝒊𝒏𝒂𝒕𝒕𝒆𝒏𝒕𝒊𝒐𝒏 𝒕𝒐 𝒓𝒆𝒔𝒖𝒍𝒕𝒔 𝒊𝒔 𝒕𝒉𝒆 𝒖𝒍𝒕𝒊𝒎𝒂𝒕𝒆 𝒄𝒂𝒖𝒔𝒆.  To build a high-performing team, there must be a culture of trust, healthy conflict, commitment, accountability, and attention to results. Leaders need to understand how to turn these dysfunctions into functions systematically: 𝟏. 𝐁𝐮𝐢𝐥𝐝 𝐓𝐫𝐮𝐬𝐭 Create an environment where team members feel safe to be vulnerable. Encourage open communication and sharing of thoughts, feelings, and concerns without fear of judgment. As a leader, demonstrate transparency and vulnerability yourself to set the example. 𝟐. 𝐄𝐧𝐜𝐨𝐮𝐫𝐚𝐠𝐞 𝐇𝐞𝐚𝐥𝐭𝐡𝐲 𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭 Foster an atmosphere where team members feel comfortable engaging in constructive debates. Set clear guidelines for conflict resolution and create a culture that values differing viewpoints. Remember that healthy conflict leads to better decision-making and innovation. 𝟑. 𝐏𝐫𝐨𝐦𝐨𝐭𝐞 𝐂𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭 Ensure clarity in priorities, expectations, and goals. Explain the reasoning behind major decisions and be consistent in messaging. Develop shared goals to align the team and facilitate enthusiasm around projects. Encourage learning from mistakes rather than shaming people for them. 𝟒. 𝐄𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡 𝐀𝐜𝐜𝐨𝐮𝐧𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 Create a culture where team members feel comfortable speaking up when they see something that isn't right. Set clear expectations, provide regular feedback, and take corrective action when necessary. Consider using a team charter to outline each individual's role clearly. 𝟓. 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐑𝐞𝐬𝐮𝐥𝐭𝐬 Keep the team's collective goals top of mind. Set clear objectives and track progress regularly. Celebrate milestones and successes to reinforce the importance of team results. Consider using employee incentives that reward team performance, not just individual achievements. By addressing these dysfunctions, you can create a team environment conducive to trust, healthy conflict, commitment, accountability, and results-oriented behavior. Remember that overcoming these dysfunctions is an ongoing process that requires consistent effort and leadership. #TeamManagement  #Leadership #Teamwork #PeopleFirst  #Communication  #EmployeeEngagement  #LeadershipDevelopment  #ManagementTips  #booksummary

Culture is NOT HR’s job. You need your Senior Leaders to take responsibility for culture & role model what they expect from others. Senior leaders don’t struggle because they lack knowledge. They struggle because: * they operate in silos * they avoid hard conversations with peers * they tolerate behaviours they shouldn’t * they assume alignment instead of testing it Team coaching forces that into the open. Not in a fluffy way. In a “let’s actually talk about it” way. This week, I have been back in Manchester with the Menard Senior Leaders & we worked on: * what this leadership team role models * what accountability really means between them * how their behaviours shape the whole organisation * and what example they are setting; every single day * giving each other honest feedback that they’ve never said before That’s not theory. That’s culture shifting. The power of team coaching over individual training for leaders makes culture change possible as the Senior Leadership Team changes together. Team coaching: * builds trust between peers * surfaces tension safely * makes expectations explicit * creates shared accountability * and turns “we should” into “we will” And yes, it’s uncomfortable at times. That’s the point. If you’re in HR or on a senior team, here’s the question: Is your leadership team truly aligned… or just professionally polite? Because politeness doesn’t build culture. Honest conversations do. If you want your senior leaders to Lead by Example NOT by Job Title; team coaching is where that starts. Drop me a message if you want to talk about what this could look like for your leadership team. #ItAlwaysStartsWithYou #LeadershipDevelopment #Coaching

Memoirs of a Gully Boy Episode 36: #Trust – The Foundation of Impactful Leadership Trust is the cornerstone of every successful relationship, whether it’s with your team, clients, or stakeholders. It’s the invisible currency that fosters collaboration, inspires loyalty, and drives meaningful results. Earning Trust in the Early Days In one of my first leadership roles, I was tasked with managing a team of seasoned professionals who were skeptical about my approach. I knew that earning their trust wouldn’t happen overnight. Instead of asserting authority, I spent the initial weeks observing, listening, and understanding their challenges. When I finally proposed changes, they were based on what I had learned from the team. The response was overwhelmingly positive because they felt heard and respected. Trust wasn’t built with grand gestures but through small, consistent actions that demonstrated empathy and accountability. Lesson 1: Trust is earned through listening and delivering on promises, not by demanding it. Building Client Trust in a Crisis A project for a major client once faced an unexpected technical failure just days before launch. The client was understandably frustrated, and tensions ran high. Instead of deflecting blame or downplaying the issue, I took full ownership, provided a transparent timeline for resolution, and kept them updated at every step. This approach turned a potentially damaging situation into an opportunity to strengthen the relationship. The client appreciated the honesty and accountability, and our partnership grew stronger as a result. Lesson 2: Trust thrives on transparency, especially in challenging times. Empowering Teams Through Trust Trust isn’t just about earning it for yourself—it’s about extending it to others. During a high-pressure system migration project, I delegated critical tasks to team members who were relatively new. While some questioned the decision, I trusted their capabilities and provided the necessary support. Their performance exceeded expectations, and the project was a resounding success. That experience reinforced that trust empowers individuals to rise to challenges and reach their potential. Lesson 3: Trust isn’t a risk; it’s an investment in people’s growth and confidence. Sustaining Trust Through Integrity Trust, once broken, is hard to rebuild. Over the years, I’ve learned that the simplest way to sustain trust is to lead with integrity. Whether it’s meeting deadlines, delivering quality, or admitting mistakes, consistency in actions speaks louder than words. In one instance, a client project faced delays due to unforeseen challenges. Rather than overpromising and underdelivering, I laid out a realistic plan and ensured that every milestone was met thereafter. That consistency solidified trust, even in difficult circumstances. Lesson 4: Trust is maintained through unwavering integrity and consistent follow-through. To be continued...

High performance isn’t about skills alone. It’s about creating the right environment. A team culture of: • Trust • Safety • Respect As a leader, you hold the key. Your words. Your actions. Your example. They shape your team's environment. When psychological safety thrives: ✅ Ideas flow freely ✅ Innovation accelerates ✅ Challenges become opportunities ✅ Team members bring their whole selves to work The result? A team that doesn't just perform. It excels. But building this environment takes intention. It requires consistent effort from leaders. My infographic outlines the four stages (based on the work of Timothy R. Clark): 1. Feeling safe to be yourself 2. Feeling safe to learn 3. Feeling safe to contribute 4. Feeling safe to challenge Each stage builds on the last. Each is crucial for team success. Remember: A psychologically safe team isn't just happier. It's more productive, creative, and resilient. As you lead: ➡️ Encourage open dialogue ➡️ Celebrate diverse perspectives ➡️ Normalize learning from mistakes ➡️ Recognize team member contributions The journey starts with you. Lead with empathy. Foster trust. Watch your team grow. ♻️ Find this helpful? Repost for your network. 📌 Follow Amy Gibson for practical leadership tips.

Trust is built through actions, not words! Trust is at the heart of any effective leadership style. I’ve found that it can make or break a team's performance, morale and overall success. Today, I want to share some insights on building and maintaining trust within your team, based on my 20+ years of experience in leadership roles. Transparency is Key: Share important updates, both good and bad. If something isn't going well, it’s better to let your team know rather than keeping them in the dark. People appreciate honesty. Open-Door Policy: Make sure you're approachable. If team members feel they can come to you with any problems or suggestions, you’re on the right track. Be Consistent: Try to treat everyone fairly and keep your promises. If people know what to expect from you, they're more likely to trust you. Acknowledge Mistakes: We're all human... we all make mistakes. Owning up to them shows maturity and reliability, two qualities that help build trust. Provide Feedback: Positive or constructive, feedback helps team members know where they stand and how they can improve. It's a two-way street... encourage them to provide you with feedback too. Tip: Always use Positive Reinforcement when giving feedback... don't make it all about the individuals shortcomings. Empower Your Team: Delegating tasks or responsibilities not only shows you trust your team's skills but also encourages their own development. The sense of ownership they get from it often leads to better results. Show Appreciation: Recognize and reward good work. Simple acts of appreciation can go a long way in building a positive and trusting work environment. Stick to Your Values: Integrity is crucial. If your actions reflect your words, people are more likely to trust you. Active Listening: Take the time to listen to your team's concerns and ideas. This not only fosters trust but can also provide you with valuable insights. Follow Through: If you commit to something, do everything in your power to make it happen. This confirms that you're reliable, further building trust. Leadership isn't about pretending to have all the answers. Simon Sinek - "In leadership, the quickest way to lose trust is to pretend you have all the answers. The best way to build it is to prove you don't." #LeadershipTrust #BuildingTeams #TransparencyInLeadership #LeadershipDevelopment #EffectiveLeadership

Great leadership means embracing multiple perspectives: Especially perspectives that aren't like you. But how? Learn better mental models for team management that are inclusive and diverse. More precisely, embrace cognitive diversity. The more you understand people that don't think, act, or process like you, the more you can appreciate and respect what they bring to the table. Otherwise, you create an echo chamber, you preach to the choir, you become the emperor without clothes, and you can't lead effectively because you are always operating without a full picture view and lack a balanced perspective to make better decisions. One team management model is the PAEI model by Dr. Ichak Adizes. It identifies four crucial roles that need to be fulfilled for a team to be successful: 1. 𝗣𝗿𝗼𝗱𝘂𝗰𝗲𝗿 (𝗣): The person focused on getting things done and achieving results. They're driven and task-oriented. 2. 𝗔𝗱𝗺𝗶𝗻𝗶𝘀𝘁𝗿𝗮𝘁𝗼𝗿 (𝗔): The person who ensures procedures are followed and that there's order and structure. They're detail-oriented and make sure things run smoothly. 3. 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿 (𝗘): The visionary, always looking for new ideas and opportunities. They're creative and think strategically about the future. 4. 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗼𝗿 (𝗜): The person who builds relationships, fosters collaboration, and resolves conflicts. They're diplomatic and focus on team harmony. The core idea is that no single manager can embody all these roles effectively. By having a team with individuals who naturally gravitate towards these different styles, you can achieve a more well-rounded approach to leadership. The PAEI model is a versatile tool for leadership and team development. Here are some key situations where it can be applied: 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮 𝗻𝗲𝘄 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝘁𝗲𝗮𝗺: • 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗻𝗲𝗲𝗱𝘀: Use the team charter and goals to understand the specific strengths required for success. • 𝗔𝘀𝘀𝗲𝗺𝗯𝗹𝗲 𝗮 𝗯𝗮𝗹𝗮𝗻𝗰𝗲𝗱 𝘁𝗲𝗮𝗺: Look for individuals with strengths that complement each other across the PAEI styles. 𝗜𝗺𝗽𝗿𝗼𝘃𝗶𝗻𝗴 𝗮𝗻 𝗲𝘅𝗶𝘀𝘁𝗶𝗻𝗴 𝘁𝗲𝗮𝗺: • 𝗦𝗲𝗹𝗳-𝗿𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗼𝗻: Encourage team members to identify their natural PAEI tendencies to understand their own strengths and weaknesses. • 𝗥𝗼𝗹𝗲 𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁: Evaluate the current team dynamic and identify any missing PAEI styles that could be hurting performance. • 𝗔𝗱𝗮𝗽𝘁𝗶𝗻𝗴 𝗿𝗼𝗹𝗲𝘀: Reshape responsibilities or consider incorporating new members to fill crucial PAEI gaps. 𝗚𝗲𝗻𝗲𝗿𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: • 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗮𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀: Help leaders understand their dominant PAEI style and how it impacts their decision-making and team interactions. • 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴: Utilize the PAEI framework to consider different perspectives during planning and problem-solving. Better teams, better results!

90% of leaders think their teams are effective. Only 15% actually are. Where do you fall? If you've been struggling with team performance, I've got a framework that transformed my own leadership approach. The traditional way to build teams focuses on individual performance. We hire for skills, evaluate based on output, and reward personal achievement. But this approach misses something critical: true high-performance comes from how people work together, not just how skilled they are individually. In my experience leading multiple teams across different industries, I've found a simple but powerful approach: 1. Establish Clear Goals  Not just what needs to be done, but why it matters. When team members understand the purpose behind their work, motivation soars. 2. Foster Open Communication Create an environment where everyone feels safe to share ideas, concerns, and feedback. The best solutions often come from unexpected voices. 3. Emphasize Collaboration Set up systems that reward collective achievements over individual heroics. This shifts the focus from "me" to "we." 4. Celebrate Diversity Different perspectives lead to better decisions and more creative solutions. Actively seek out and value varying viewpoints. 5. Lead by Example Show the behaviors you want to see. If you want collaboration, collaborate. If you want open communication, communicate openly. High-performing teams don't happen by accident. They're built intentionally. What's one team-building practice that's worked well for you? ✍️ Your insights can make a difference! ♻️ Share this post if it speaks to you, and follow me for more.