Mick Hunt defines trust as the willingness to be vulnerable and identifies four signs employees show it: speaking up, admitting what they need to learn, pushing back, and sharing bad news. The harder part is measuring trust when your team is remote.
Chapters
How can a corporation, I'm not even going to say, build trust, evaluate trust when you don't see everyone day to day, and a lot of times you're not looking people in the eye? That's a great question. And you and I could talk about this topic for quite a while, actually. I will often ask leaders, who do you trust? And I get these sort of close, tight personal relationships, right? Like siblings, spouse, best friend, parents. And the reality is we trust people all the time. It's just that we trust some people more than others. When I flip the question and say, who trusts you? I'll get this really long pause, right? And inevitably someone will say, how do we know? How do I know if somebody trusts me or not? And I go back to the definition, which is the willingness to be vulnerable. And so how can their employees make themselves vulnerable to them? And then do they, right, do they tell them what the real development needs are? Do they push back against ideas they don't think are going to work? Do they speak up in meetings? Do they try new things? Are they willing to make mistakes and take risks? Who hears about the bad news first, right? Is it the boss or are you the last one to hear Sa.
