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Contents The Power of Trust in Teams ..................................................................................................... 3 The Business Case for Trust ....................................................................................................... 5 Covey’s 13 Trust Building Behaviours .................................................................................... 5 Team Activity: Trust in Action ................................................................................................ 6 The Trust Equation: A Framework for Trustworthiness ............................................................ 7 Team Activity: Trust Equation ................................................................................................ 7 The Science of Trust – Paul Zak’s Research on Oxytocin ........................................................... 8 Practical Applications of Zak’s Research in Organisations ..................................................... 8 Why Measuring Trust Matters ................................................................................................. 10 Methods for Measuring Trust in Teams and Organisations .................................................... 11 Trust Surveys and Employee Feedback ................................................................................ 11 The Organisational Trust Index (OTI) ................................................................................ 12 Behavioural Indicators of Trust ............................................................................................ 12 Peer-to-Peer Trust Evaluations ......................................................................................... 13 Leadership Trust Audits .................................................................................................... 13 How to Improve Trust Based on Measurement Results .......................................................... 14 Final Thought ........................................................................................................................... 15 References ............................................................................................................................... 15 Acknowledgements .................................................................................................................. 16 The Honesty Box Project .......................................................................................................... 17

The Power of Trust in Teams Trust is the foundation of high-performing teams. It shapes collaboration, innovation and long-term success. It influences decision-making, strengthens communication, and fosters an environment where people feel valued and empowered. Without trust, even the most talented teams can struggle with inefficiencies, disengagement and conflict. In contrast, high-trust teams and organisations experience greater alignment, agility and productivity. Not all trust is the same. Different types of trust exist within teams, and each plays a crucial role in group dynamics and relationships. 1. Competence Trust: The belief that colleagues have the skills and expertise to perform their tasks effectively. Without competence trust, people hesitate to delegate or rely on others fully. 2. Interpersonal Trust: The confidence that team members will act with integrity, fairness and good intentions. This form of trust fosters open dialogue and collaboration between colleagues. 3. Psychological Trust: A deeper level of trust where people feel safe to be vulnerable, admit mistakes and express dissenting opinions without fear of retribution. Teams that cultivate all three types of trust build stronger relationships, improve decision-making, and operate with higher efficiency. In today’s workplace, trust is not a “soft” skill - it is a measurable business asset. Research consistently shows that high-trust organisations outperform their competitors in employee engagement, retention, and financial performance. Data released in 2022 by Deloitte found that trusted companies outperform their peers by up to 400%. This advantage extends beyond financial returns, influencing employee well-being, innovation and long-term sustainability.

However, trust is neither automatic nor guaranteed. It must be intentionally developed and encouraged through leadership behaviours, workplace culture and consistent actions. Leaders who fail to prioritise trust often find themselves managing disengaged teams, struggling with high staff turnover and dealing with communication breakdowns that stifle progress. The key to building a high-performing team is not just hiring the best talent, it’s creating an environment where talent can flourish. According to Deloitte’s research, 79% of employees who trust their employers are more motivated to work and less likely to leave. This microbook explores the science and practice of trust-building in teams and organisations. By integrating insights from behavioural psychology, neuroscience, and real-world business, it provides a structured approach to creating a culture of trust. This guide gives leaders and teams practical and evidence-based strategies to create workplaces where people thrive and organisations succeed.

The Business Case for Trust Trust is not just a cultural value - it is an economic driver. Organisations that foster trust move faster, reduce costs and perform better. Trust impacts an organisation at every level, influencing speed of execution, employee engagement and overall profitability. In his 2006 book The Speed of Trust, American businessman Stephen Covey discusses the return on investment (ROI) of trust. Covey explains that high-trust environments increase efficiency, reduce bureaucracy and improve performance. In contrast, low-trust organisations face slow decision-making, redundant processes and increased operational expenses. Therefore, the financial impact of trust is substantial. The evidence supports Covey’s theory. High-trust companies consistently outperform the market while enjoying higher employee engagement and lower attrition rates. In a 2017 Harvard Business Review article, pioneering neuroeconomist Paul Zak highlights a study on trust conducted by his team, using data from American companies. The findings were striking: employees in high-trust organisations experience 50% higher productivity, 76% more engagement, 40% less burnout and 74% lower stress levels compared to their counterparts in low-trust companies. Leading companies demonstrate how trust creates a competitive advantage. Netflix removes unnecessary policies like travel approvals and vacation tracking, trusting employees to make responsible decisions. This autonomy fosters accountability, speeds up execution and enhances engagement. Airbnb openly shares strategic and financial information with employees, ensuring alignment and collective ownership of goals. Patagonia gives employees control over their schedules, reinforcing mutual trust and maintaining consistently high productivity. Companies that struggle with trust tend to rely on excessive rules, micromanagement and restrictive policies. This contributes to a low-trust environment, which creates bottlenecks, slows progress and increases costs. This ultimately damages morale and performance. In his book, Covey outlines 13 essential trust-building behaviours that enable teams to strengthen trust in the long-term. Covey’s 13 Trust Building Behaviours Trust is built through consistent actions over time. Covey’s 13 trust-building behaviours provide a framework for leaders and teams to establish and maintain trust. 1. Talking straight means communicating honestly and transparently, avoiding hidden agendas. Salesforce CEO Marc Benioff models this by holding regular town hall meetings to openly discuss company challenges and successes. 2. Demonstrating respect involves showing care, valuing contributions, and fostering an inclusive environment, as seen at online retailer Zappos, where customer service agents are empowered to make independent decisions. 3. Creating transparency eliminates uncertainty and builds confidence. For example, social media management company Buffer makes all employee salaries public.

4. Righting wrongs means owning mistakes, apologising sincerely and taking corrective action, like Starbucks closing stores for racial bias training after a publicised incident. 5. Showing loyalty by recognising contributions and giving credit strengthens workplace trust, something Google encourages through its internal kudos system. 6. Delivering results by meeting deadlines and fulfilling commitments enhances reliability. Amazon builds trust with customers by setting and consistently meeting clear delivery expectations. 7. Getting better means embracing continuous learning and adaptability. Microsoft’s cultural shift under Chairman and CEO Satya Nadella promotes a growth mindset that encourages teams to experiment and improve. 8. Confronting reality involves addressing difficult issues directly rather than avoiding them. Ford’s turnaround under Alan Mulally was driven by openly confronting financial challenges and rallying employees around solutions. 9. Clarifying expectations ensures a mutual understanding of goals, roles and responsibilities, as seen at Ritz-Carlton, where employees receive extensive training on service standards. 10. Practicing accountability requires taking responsibility for actions and holding others to the same standard. Pixar fosters a culture of trust by encouraging candid feedback among creative teams while maintaining accountability for high-quality storytelling. 11. Listening first prioritises understanding before offering input. Hardware company Screwfix has a two-way feedback system, which has led to employee-driven initiatives that improve customer experience. 12. Keeping commitments by following through on promises builds credibility. Apple reassures customers and stakeholders by rigorously maintaining its data privacy policies. 13. Extending trust fosters responsibility and autonomy by giving employees trust upfront. LinkedIn supports this by allowing employees to choose their work styles, reinforcing a culture of trust and performance. Team Activity: Trust in Action 1. Introduce the 13 Trust Behaviours: Provide each team member with an overview of the behaviours and examples of their impact. 2. Self-Assessment: Have team members rate themselves on each behaviour (1-5 scale) and reflect on areas for improvement. 3. Small Group Discussion: Divide into smaller groups to discuss real-life scenarios where trust was either strengthened or weakened. 4. Commitment to Action: Each participant selects two behaviours to actively improve over the next month and sets measurable goals. 5. Follow-Up Session: After one month, reconvene to share progress, challenges, and lessons learned. By embedding these behaviours into team culture, organisations can cultivate stronger relationships, accountability and high-performance collaboration.

The Trust Equation: A Framework for Trustworthiness In their 2011 book The Trusted Advisor Fieldbook, business consultants Charles Green and Andrea Howe offer a practical guide to being a trusted advisor for leaders in any industry. A modified version of their Trust Equation defines trustworthiness as: Each component plays a vital role in shaping trust: • Credibility – Expertise and integrity. • Reliability – Consistency in following through on commitments. • Connection – Building strong relationships and emotional bonds. • Self-Interest – Keeping personal agendas in check. Team Activity: Trust Equation 1. Self-Assessment: Have each team member rate themselves (1-5) on Credibility, Reliability, Connection, and Self-Interest. 2. Group Discussion: Share insights on areas of strength and improvement. 3. Action Plan: Identify two or three concrete actions to enhance team trustworthiness.

The Science of Trust – Paul Zak’s Research on Oxytocin Dr. Paul Zak has transformed our understanding of the biological basis of trust through his groundbreaking research on oxytocin, a hormone linked to social bonding, cooperation and trust. His work challenges the traditional view that trust is solely a cultural or rational decision, revealing that human biology is wired for trust and that trust-related behaviours can be influenced at a physiological level. One of Zak’s most famous experiments is the “Trust Game.” Participants were given money and had the choice to share it with another participant, who could then decide whether to reciprocate the generosity. Zak discovered that when individuals received money in trust, their brains released oxytocin, which increased the likelihood that they would return the trust by sharing the money with the original sender. The more oxytocin participants produced, the more trustworthy and generous they became. Zak further tested this phenomenon by administering synthetic oxytocin via nasal spray. He found that participants who received the hormone became significantly more trusting and willing to share resources with strangers. This reinforced the idea that trust is deeply embedded in human biology, rather than being purely a product of rational decision-making or cultural upbringing. His findings have far-reaching implications for business, leadership and teamwork. They suggest that environments that stimulate oxytocin production - such as those that foster psychological safety, empathy and social bonding - naturally enhance trust and cooperation. Leaders and organisations can apply Zak’s insights by intentionally designing workplace cultures that promote oxytocin release through positive social interactions. Encouraging team bonding activities, promoting transparency, recognising employee contributions, and reducing workplace stress can all contribute to higher oxytocin levels. Zak found that organisations that prioritise employee well-being, provide autonomy, and encourage collaboration have higher trust levels, which in turn leads to improved engagement, productivity and innovation. His research underscores the idea that trust is not just a vague ideal - it is a biological mechanism that can be strengthened through deliberate leadership practices and workplace policies. One of Zak’s most striking conclusions is that trust is contagious. When leaders demonstrate trustworthy behaviours - such as keeping commitments, showing vulnerability and acting with integrity - they initiate a positive trust cycle within their teams. Employees who feel trusted are more likely to trust others, leading to higher collaboration, reduced conflict and stronger long-term relationships. This creates a self-reinforcing trust loop that benefits not just individuals but the entire organisation. Practical Applications of Zak’s Research in Organisations 1. Encourage Social Bonding: Team-building activities, group meals and informal gatherings foster interpersonal trust and increase opportunities for oxytocin production.

2. Promote Transparency: Open communication and sharing key business decisions with employees create psychological safety, which builds trust at a biological level. 3. Recognise Contributions: Publicly acknowledging employee efforts and providing positive reinforcement enhances trust and boosts oxytocin levels. 4. Reduce Workplace Stress: High-stress environments suppress oxytocin. Promoting well-being through flexible work policies, regular breaks, meaningful wellness programmes and fair treatment helps sustain a trust-rich culture. 5. Empower Employees: Giving people autonomy over their work increases motivation and engagement, which can help boost oxytocin production. 6. Model Trustworthy Leadership: When leaders demonstrate trustworthiness through consistency, fairness and transparency, employees are more likely to reciprocate trust. Zak’s research has revolutionised the way we think about trust - not as a vague concept, but as a tangible, measurable biological phenomenon that leaders can actively cultivate. Organisations that integrate his findings into their culture will build strong, connected, high-performing teams in today’s fast-evolving workplace.

Why Measuring Trust Matters Trust affects everything from decision-making speed and employee engagement, to financial performance and innovation. A Harvard Business Review study found that organisations with high trust experience 286% higher stock market returns compared to low-trust organisations. Trust is also a key driver of retention. A study by Great Place To Work found that high-trust companies report 50% lower turnover rates, reducing the costly cycle of hiring and training. By assessing trust within a team or organisation, leaders gain insights into: • How employees perceive leadership and organisational fairness. • The strength of relationships between teams and departments. • How psychological safety affects employee willingness to speak up. • The impact of leadership decisions on overall trust levels. Trust is not static - it fluctuates based on leadership behaviours, company culture and external challenges. It needs to be maintained and encouraged consistently to ensure long-term benefits. Regular measurement ensures that organisations remain proactive rather than reactive in addressing trust-related issues.

Methods for Measuring Trust in Teams and Organisations There is no single way to measure trust, but a combination of qualitative and quantitative methods provides a well-rounded picture. Trust Surveys and Employee Feedback One of the most effective ways to gauge trust is through employee surveys. Organisations like Google, Netflix, and Microsoft use trust-based questions in their engagement surveys to monitor how trust influences culture and performance. Sample Trust Survey Questions: • I feel safe to express my opinions and ideas without fear of negative consequences. • My manager follows through on commitments and delivers on promises. • I trust leadership to act with integrity and in the best interest of employees. • When mistakes happen, we focus on learning rather than assigning blame. • I believe my contributions are valued and recognised by my team. Measuring Results: • Use a Likert scale (e.g., 1-5 rating) to assess responses. • Compare trust scores across different teams, departments and leadership levels. • Identify trends over time to measure progress and improvement areas.

The Organisational Trust Index (OTI) Developed by Paul Zak, the Organisational Trust Index (OTI) measures trust through behaviours linked to oxytocin production, including transparency, recognition and autonomy. High OTI scores correlate with better job satisfaction, engagement and performance. OTI Assessment Areas: • Openness: How well information is shared across the organisation. • Recognition: How frequently employees are acknowledged for contributions. • Autonomy: The level of empowerment employees feel in their roles. • Communication: The extent to which employees feel heard and understood. Companies with high OTI scores experience 50% greater employee productivity and 76% higher engagement, reinforcing the link between trust and performance. Behavioural Indicators of Trust Beyond surveys, trust can be observed in daily workplace interactions. Leaders can track key indicators that signal whether trust is thriving or declining. Signs of High-Trust Teams: ✔ Open and honest communication, even in difficult conversations. ✔ Team members admit mistakes and focus on learning. ✔ Decisions are made efficiently, with minimal bureaucracy. ✔ Employees feel comfortable challenging ideas without fear of backlash. ✔ A culture of recognition, where contributions are acknowledged. Signs of Low-Trust Teams: ✖ Fear of speaking up or sharing new ideas. ✖ High levels of micromanagement and lack of autonomy. ✖ Frequent conflict, gossip and hidden agendas. ✖ Slow decision-making due to excessive approval processes. ✖ High turnover and disengagement.

Leaders can use these behavioural signals alongside surveys to create a more comprehensive assessment of trust levels. Peer-to-Peer Trust Evaluations While leadership plays a key role in trust-building, peer relationships are equally important. A 360-degree trust assessment allows teams to provide feedback on each other’s reliability, integrity and collaboration. Peer Trust Evaluation Questions: • Do you feel comfortable relying on this team member to complete tasks effectively? • Does this person openly share information and collaborate well? • Do they take responsibility for mistakes and seek to improve? • How well do they balance self-interest with the needs of the team? By analysing peer feedback, teams can identify opportunities to strengthen trust in day-to-day interactions. Leadership Trust Audits Leaders set the tone for trust within an organisation. A leadership trust audit helps assess how leadership behaviours influence overall trust levels. Leadership Trust Metrics: • Consistency: Do leaders follow through on commitments? • Fairness: Are promotions, rewards, and recognition distributed equitably? • Transparency: How openly do leaders communicate decisions and challenges? • Vulnerability: Do leaders admit when they are wrong and seek input from others? High-trust leaders actively listen, share their decision-making process and acknowledge when they don’t have all the answers. Leaders who model these behaviours build lasting trust within their teams.

How to Improve Trust Based on Measurement Results It’s important that all these measurements are done in a systematic way. They must be reviewed and acted upon to create a lasting culture of trust. Once trust is measured, the next step is implementing strategies to address gaps and strengthen relationships. 1. Increase Transparency – If employees feel the leadership team isn’t being open, increase communication frequency, share strategic goals and explain decision-making processes. 2. Improve Recognition – If trust surveys indicate employees feel undervalued, create a structured recognition programme to highlight contributions. 3. Encourage Psychological Safety – If team members hesitate to speak up, train leaders to foster an open, blame-free environment where mistakes are seen as learning opportunities. 4. Empower Employees – If autonomy scores are low, delegate decision-making authority and reduce unnecessary approval processes. 5. Lead by Example – Trust starts at the top. Leaders who model reliability, fairness and authenticity set the standard for the rest of the organisation. Trust measurement should not be a one-time activity. Regular assessment, combined with action, ensures that trust remains a core part of workplace culture.

Final Thought Trust is more than an abstract concept - it is a measurable, high-impact business driver. Organisations that prioritise trust move faster, innovate more effectively and retain top talent. The question is no longer whether trust is essential - it is how much an organisation is willing to invest in it. Leaders who consistently prioritise trust create workplaces where employees feel empowered, supported and motivated. As trust grows, so does organisational performance. The most successful companies recognise that trust is not just good for culture - it’s good for business. References Covey, S. M. R. (2006). The Speed of Trust. Free Press. Green, C., & Howe, A. (2011). The Trusted Advisor Fieldbook. Wiley. Edmondson, A. (2018). The Fearless Organisation. Wiley. Zak, P. (2017). Trust Factor: The Science of Creating High-Performance Companies. AMACOM. Google re:Work. (2016). Project Aristotle: Understanding Team Effectiveness. Great Place to Work. (2021). The Business Case for High-Trust Cultures. Watson Wyatt. (2002). Organisational Trust and Financial Performance Study.

Acknowledgements A sincere thank you to Emer Harrington and Victoria Lincoln for their contributions to this micro book. If you prefer to listen to content, check out the Making Shift Happen podcast.

The Honesty Box Project This is the sixth electronic micro-book in the Honesty Box Project, which was launched by Jay Chopra PhD of Making Shift Happen in September 2023. The principle of the Honesty Box Project is quite straight-forward. We produce electronic micro-books (short reads) on self, team, and organisational development topics on a regular basis, and make them available for free. In turn, we invite you the reader to make a small donation to a charity of your choice or conduct a random act of kindness. This could be something like paying for the coffee of the person behind you in the queue. Join our LinkedIn Honesty Box Project Group to be the first to know when new books drop! You can find out more about our work here on our website: www.makingshifthappen.ie