TRUST A PERSON WHO IS TRUSTWORTHY Trust others Follows through on commitments Maintains confidences Directly addresses individuals with whom there is conflict, rather than telling uninvolved parties. Listens respectfully Accepts others without judgment or question Performs responsibilities with quality and timeliness Seeks and considers opposing viewpoints Behaves consistently and predictably over time Acts in a way that matches expressed values, beliefs, and priorities Openly expresses goals, intentions, and priorities Shares information Shows respect for others’ viewpoints during disagreements Evaluates plans and ideas in an objective, logical fashion Demonstrates sensitivity and tact Involves others in problem solving and decision making Communicates clearly to minimize misunderstanding Works to solve problems rather than to assign blame Gives recognition and credit to others when warranted Encourages the open discussion of problems and differences of opinion Values input from others, regardless of position Is open to influence Admits mistakes and lack of knowledge Approaches conflict collaboratively Remains non-defensive when met with disagreement Requests help when it is needed Takes interpersonal risks when appropriate

TRUST It is not difficult to know when a lack of trust is impacting team members’ work. Some of the most common symptoms of trustless teams are as follows:  Cliques: Subgroups of team members that exclude others.  Poor communication habits: Lack of openness, reluctance to explore team member concerns, unwillingness to truly listen.  Lack of respect: Concerns about team member’s competence, knowledge, or motives.  Guarded information flow: Excessive control of information and information processes.  Hidden agendas: Objectives and expectations that are not freely shared with the team.  Avoidance of conflict: Lack of interpersonal confrontation about legitimate concerns.  Backstabbing or sabotage: Attempts to undermine the credibility or success of a team member.  “End-arounds”: Avoiding or eliminating someone who should legitimately be involved in a decision, request, or communication.  Inappropriate independence: Stubbornly refusing to seek the input of other team members or to work toward consensus.  Poor follow-through: Failure to keep commitments to or take agreed- on actions.  Disinterest: Displaying apathy, indifference, or inattention in team activities.  Contradictory goals: Team members heading in individually determined and different directions.  Responsibility gaps or overlaps: Misaligned roles or behaviours. SYMPTOMS OF A TRUSTLESS TEAM

TRUST SELF SCORE _______ STRAIGHTFORWARDNESS _______ OPENNESS _______ ACCEPTANCE _______ RELIABILITY OF THE 4 ELEMENTS, WHICH TWO COME MOST EASILY TO YOU? WHICH ONE TAKES THE MOST ENERGY FOR YOU? STRAIGHTFORWARDNESS- I say what I mean & I mean what I say OPENNESS - The willingness to give & receive feedback non- defensively ACCEPTANCE - Being nonjudgmental of the person RELIABILITY - I do what I say I’ll do

TRUST ELEMENTS, DEFINITIONS & VALUES THAT BUILD TRUST