Team Trust Index

Last Updated on February 17, 2020

The Team Trust Index measures the degree to which team members perceive the behaviors that build trust and the values that support them, and for the team to achieve its goals & objectives.

This tool will precisely help pinpoint the level of trust (or lack of it) from the behaviors displayed by the members. From Team Trust diagnostic, it helps us understand at what stage the group (‘the team’) is, in terms of its evolution to Collaborative high performance teams.

People generally get along with each other. Incase of personal conflicts or performance problems they handled between the members involved but often still end up with the leader. *

People are able to fully work through their differences or their concerns about othersʼ performance problems in one-on-one meetings without the leader needing to be involved *

People give each other direct, personal and constructive performance and interpersonal feedback in team meetings with everyone participating in a frank dialogue about the issues. *

People seem to be in an open war with one another, justifying their hostile and insulting feedback to one another *

People are critical and blaming of each other in the background – their feedback to one another leaks into team meetings through put-downs or subtle jabs. *

Members ask for sensitive feedback in a team setting (e.g., about a mistake they might have caused in a project or in a relationship with another team member) and apologize publicly *

Group members walk out of meetings or simply refuse to meet because conflicts have become destructive and “too personal" *

People maintain positive professional decorum and stay task-focused. Personal growth and team relationships are often considered too “touchy feely” to spend much time on *

Team members are closed and careful in team meetings. The group is divided into alliances and cliques *

In group meetings, people openly share their personal development challenges and patterns (e.g., lack of confidence, insensitivity) in a vulnerable way, receiving emotional support and guidance from other team members *

The group “leads itself” with members taking full, shared responsibility for one anotherʼs performance and trust levels. The leader is a strategic guide who mentors but does not need to actively guide the team *

Decisions take too long, go unsupported, or are undermined by members after group meetings. Team members feel the group is inadequately led *

The leader is the central decision-maker, coaching the group to stay on track and efficiently accomplish its goals and projects *

The leader is a good facilitator, helping people through their conflicts and joint decisions as the group learns and develops *

One or more people (including the leader) are viewed as the core problems of the group. Decisions are mired in self-serving arguments *

Anyone on the team can bring up a painful or sensitive issue in a team meeting. All join in constructively to address the problem. This can include major mistakes, ethical issues, betrayals or other serious conflicts within the group *

If difficult issues surface in a meeting, they are usually met with an uncomfortable silence; then are handled quickly or diplomatically to avoid too much awkwardness *

Once someone has had to the courage to place a sensitive issue of any kind on the table, others join in to help resolve it. The leader may be the main person to bring up such issues, but not always *

Open, unresolved mistrust and blaming have overtaken the groupʼs ability to discuss issues productively, even everyday ones that arenʼt very sensitive or inter-personally demanding *

The team environment is less than safe. People talk about “undiscussables” in the background but hesitate to bring them up in meetings because of possible repercussions or because it wonʼt do any good *

If difficult issues surface in a meeting, they are usually met with an uncomfortable silence; then are handled quickly or diplomatically to avoid too much awkwardness *

Once someone has had to the courage to place a sensitive issue of any kind on the table, others join in to help resolve it. The leader may be the main person to bring up such issues, but not always *

Open, unresolved mistrust and blaming have overtaken the groupʼs ability to discuss issues productively, even everyday ones that arenʼt very sensitive or inter-personally demanding *

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The Science behind it – Trust is the foundation of all fruitful relationships !

Relationships are formed as trust develops. When trust diminishes, relationships become more distant, often leading to conflict. Getting team members engaged and committed to the team’s purpose, values and vision requires a high level of trust. At the same time, being Trustworthy is Not Enough Everyone knows that trust is important, but being trustworthy does not necessarily build trust. It is behavior that builds trust, team members can be trustworthy, honest and ethical, and yet have other team members not trust them because of differences in behavioral style and different strengths and weaknesses in the behaviors that build trust. To increase effectiveness in building trust, team members need to take personal responsibility for their behavior and understand how it can affect the levels of trust other team members have for them.

Collaborative teams generate better ideas, have increased efficiency, share the workload and have a higher level of trust. When the teams have a higher level of trust, have mutual respect, open and honest conversations, effective decisions become the norm for team meetings.

Team Trust Index

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Team Trust Index

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