I recently led a team coaching session in an industrial company where the leader's objective was to strengthen cohesion.
Beforehand, I conducted individual, confidential interviews with each member of the team. What emerged was a team of brilliant, qualified, experienced people. So what was the problem?
When I asked them to comment on how they worked together, their answers came as no surprise.
“Unspoken words float in the air” “Meetings often end with a « we'll be in touch »or worse, a polite silence” “there's not enough questioning” “decisions take weeks” “we don't really talk”
This moment was a turning point. Because trust is not an abstract word. It's what enables people dare to say what counts, when it counts.
And when that's missing, everything freezes.
Patrick Lencioni puts it bluntly: lack of trust is the root of all team dysfunctions. Its simple yet powerful pyramid reminds us that trust is the foundation. If this base is fragile, everything else collapses: the quality of exchanges, decision-making, collective commitment and even results.
It's the ability of a team to say:
«I don't know.»
«I need help.»
«I made a mistake.»
«I can learn from you.»
When this trust exists, it paves the way for :
- from healthy conflicts (we say things, without crushing the other)
- a real commitment (we don't pretend to agree)
- a shared responsibility (we are collectively accountable for the result)
- a results orientation (we move forward, together)
The pillar of trust transforms a group of people into a real team.
When confidence is lacking, dynamics are changing:
Team members no longer show their vulnerabilities.
They take on roles: the competent, the strong, the “everything's fine”, the “I control everything”.
And then :
- avoid difficult subjects
- we bypass productive conflicts
- decisions become lukewarm or slow
- collective energy runs out
- performance erodes
The LumApps study, published in DNA (2023), shows that only 21% of employees say they have full confidence in their managers.
In my trainings, I often use a frame that complements Lencioni perfectly: Maister & Galford's confidence equation. It helps you understand why confidence builds (or deteriorates!)
Here it is:
Confidence = (Credibility + Reliability + Intimacy) / Self-orientation
In other words: confidence rises when the first three elements progress, and falls when self-orientation is too strong.
1) Credibility: “Do I believe you?”
In the team I was coaching, the leader was undeniably competent. However, several employees told me: «We don't always understand how he decides.»
Credibility isn't just about expertise, it's also about transparency of reasoning.
Immediate practise → the next time you make an important decision, say explicitly: «Here's what I've got. Here's what's unclear. Here's what I'm basing my decision on.»
2) Reliability: “Can I count on you?”
In the same team, certain decisions were made... then questioned a few weeks later. Nothing malicious, but enough to undermine trust. Reliability means consistency between what you say and what you do.
Immediate practise → at the end of each meeting, clarify;
- Who does what?
- For when?
- With what resources?
And keep your commitments, no matter how small. Especially the small ones.
3) Intimacy: “Can I be myself with you?”
Here, it's not a question of friendship, but of psychological security: being able to say “I don't know” without losing credibility.
In this committee, no one dared show their doubts. Everyone played a role. But a team that never shows its vulnerabilities can't learn together.
Immediate practise →
Start a meeting with: «How are you really doing today?»
Then listen. Without interrupting.
4) Self-direction: the real brake on confidence
This is the denominator of the equation. The higher it is, the lower the confidence - even if you are credible and reliable.
It manifests itself when :
- we talk to show off
- we protect our image rather than tell the truth
- we try to “be right” rather than find the best solution
Immediate practise → Before you speak, ask yourself: “Am I speaking to help the collective... or to put myself first?”
If you want to take the pulse of your team, I recommend that you do the Lencioni's 5 dysfunctions test.
In 10 to 15 minutes, it allows you to :
- measure the level of confidence
- identify points of support and areas of tension
- put words (and figures) to perceptions that are often blurred
It's not always comfortable. But it is an excellent starting point to open up essential conversations.
And often... liberating.
We often hear: «Trust can't be decreed... it takes time.»
And I say: Yes, but how long do you have to achieve your goals?
Because when it comes down to it, it's the lack of confidence that makes you lose it.
Companies with a high level of confidence show :
| Indicator | Results |
| Stress | -74% |
| Energy at work | +106% |
| Productivity | +50% |
| Commitment | +76% |
| Burnout | -40% |
Source : Harvard Business Review, 2025 - The Neuroscience of Trust.
Just in case you need data to convince you. Trust is a real driver of performance.
Because :
- Commitment is no longer automatic. Employees are looking for connection, meaning, autonomy and recognition.
- Innovation is collective. A good idea is rarely born alone. It emerges in spaces where you can dare.
- Organisations need to move fast. And trust reduces friction.
In a team where trust is high: ideas flow → decisions are made faster → action follows → results arrive.
- Management controlling or inconsistent
- A lack of transparency
- A vertical culture waiting for validation
- Visit fear of error (often inherited from school or past experiences)
Trust is practical. Here are some concrete axes and can be activated as of tomorrow:
1) Communicate openly
- Clarifying expectations
- Explain decisions, especially difficult ones
- Sharing information, rather than withholding it
2) Adding value to contributions
- Recognize efforts, not just results
- Celebrate collectively, not just individually
3) Real empowerment
- Delegate step by the space to act
- Giving autonomy in the way things are done
- Encouraging initiative
4) Allowing room for mistake
- Standardizing learning
- Analyze → not blame
5) Building human relationships
- Take the time to talk, really, not “in-between”.
- Ask questions, be curious
- Sharing vulnerabilities too
6) Establish a culture of continuous feedback
- Not once a year or once a project
- Ongoing, demanding and with compassion
Immerse yourself in the feedback culture through this article.
7) Leading by example
If you don't, no one will. Trust starts with leadership. It always does.
They :
- Don't leave collaboration to chance
- Keep others informed
- Share credit
- See disagreements as opportunities
- Treat tension before before they explode
These are habits, not personality traits.
A few simple questions to check:
- Do people dare to say what they think in meetings?
- Do they spontaneously ask for help?
- Is it safe to say «I made a mistake»?
- Does management keep its promises?
- And you: do you trust your team?
These questions can already change a team discussion.
Trust is not a «human» topic alongside performance. It is at the heart of performance.
And it can be worked on - simply, gradually, methodically.
If you feel your team needs it, that's exactly what I do:
- Diagnosis of the climate of trust
- Team workshops based on authenticity and constructive communication
- Conscious leadership development programs
- Individual coaching for executives or managers
Contact me at. I'd be delighted to explore this with you.