Five tests that accountable leaders do to achieve success
Ever wondered why some managers dodge those awkward performance conversations—and what to do about it?
In this lively chat, Graham Field and Ricky Muddimer dive into the art and science of giving effective feedback that sparks real change.
They walk through seven critical tests to pinpoint the root causes of underperformance, including:
The Expectations Test – Set the ground rules upfront on how (and when) feedback is shared.
The Holy Trinity Test – Ensure crystal-clear goals, a genuine understanding of “why it matters,” and confidence in what’s possible.
The Underperformance Test – Spot gaps in knowledge, skills, environment/tools, or mindset.
The Competence Test – Move beyond “tick-box” training and guard against the Ebbinghaus Effect by reinforcing learning fast.
The Psychological Safety Test – Create a culture where people feel safe asking for help and receiving honest feedback.
If you’re a middle manager, C-suite executive, or HR professional responsible for leadership development, you’ll pick up practical tips you can use immediately. Grab a coffee, sit back, and learn how to have those tough chats that lead to better performance and stronger teams.
Over decades of leading large teams and coaching executives in renowned companies, I’ve learned that trust isn’t just a component of effective leadership—it’s its very foundation. Without trust, strategies falter, innovation stalls and organizations come to a standstill. Today, I want to explore how to build trust within teams from both a leader’s and a team member’s perspective, providing practical insights rooted in real-world experience to help you enhance trust in your own teams.
The Necessity Of Trust In Leadership
Trust acts as a stabilising force in large corporate environments where complexity and change are constants. It’s the invisible thread woven through every interaction and decision, accelerating progress and uniting teams toward shared goals. The impact of trust isn’t theoretical; it’s tangible and profoundly influences organizational success.
Frances Frei’s Trust Triangle
Harvard Business School professor Frances Frei offers a compelling framework called the Trust Triangle, consisting of three critical elements:
Authenticity: Being true to yourself. People can detect inauthenticity instantly; it’s essential to be genuine.
Logic: Having clear and sound reasoning. Your logic should be solid, and you must articulate it effectively.
Empathy: Understanding and sharing others’ feelings. Showing genuine concern for others is crucial in building trust.
These elements interconnect to form two essential types of trust in leadership: cognitive trust and affective trust.
Cognitive Trust: Trust Of The Head
Cognitive trust is the trust of the mind arising from belief in a leader’s competence and reliability. It thrives when team members perceive their leader as authentic and logically sound.
From The Leader’s Perspective
Demonstrate consistency. Align your actions with your words. Inconsistencies quickly erode trust.
Communicate the ‘why.’ Provide context for decisions to empower your team with understanding, not just directives.
Be transparent about challenges. Authenticity includes acknowledging obstacles and sharing your approach to overcoming them.
From The Team Member’s Perspective
Seek clarity. Don’t hesitate to ask questions if something is unclear; this strengthens collective understanding.
Acknowledge expertise. Recognize your leader’s experience, fostering mutual respect and reinforcing cognitive trust.
Affective Trust: Trust Of The Heart
Affective trust is the trust of the heart, cultivated when leaders authentically connect on an emotional level and demonstrate genuine empathy.
From The Leader’s Perspective
Invest in relationships. Take time to understand your team members’ aspirations, fears and motivations.
Show vulnerability. Sharing your challenges and failures humanizes you and creates a safe space for others.
Listen to understand. Focus on truly understanding your team members’ feelings and perspectives.
From The Team Member’s Perspective
Engage openly. Share your perspectives and challenges; building trust is a collaborative effort.
Support peers. Show empathy toward colleagues, strengthening team cohesion and supporting a trusting culture.
Practical Strategies For Leaders To Enhance Trust
Conduct trust audits. Regularly assess trust levels within your team, seeking honest feedback.
Lead with integrity. Uphold ethical standards consistently, even when faced with dilemmas.
Empower decision-making. Delegate authority, showing confidence in your team’s abilities.
Celebrate wins and learn from losses. Recognise achievements and approach failures as learning opportunities.
Empowering Teams To Build Trust Among Themselves
Foster collaboration. Encourage cross-functional teamwork to build trust naturally.
Encourage peer recognition. Implement systems for team members to acknowledge each other’s contributions.
Promote transparency. Facilitate open communication channels across the team to reduce misunderstandings.
Navigating Trust Erosion
Despite best efforts, trust can sometimes erode due to factors like organizational changes or external pressures.
For Leaders
Address issues directly. Confront trust issues with honesty and a commitment to resolve them.
Rebuild through actions. Restore trust through consistent, trustworthy actions | over time.
Stay committed. Continue performing at your best, contributing positively to the trust environment.
The Synergy Of Cognitive And Affective Trust
Authenticity links cognitive and affective trust. By aligning your genuine self with logical reasoning and empathetic understanding, you create a powerful trust dynamic that resonates both intellectually and emotionally with your team.
Case Study: Trust In Action
I once led a global team through significant organizational change. Initial trust was low due to past leadership missteps. I addressed this by:
Being Transparent: Sharing challenges and the strategic plan openly (Authenticity + Logic).
Collaborating On Solutions: Incorporating team feedback into implementation plans.
Over time, we not only navigated the change but emerged stronger and more cohesive, demonstrating the impact of building both cognitive and affective trust through authentic actions.
Conclusion: Trust As The Catalyst For Excellence
In the vast corridors of large corporations, trust humanizes the workplace. It’s the catalyst that transforms strategies into successes and groups into unified teams. As leaders, embodying authenticity, logic, and empathy is imperative.
Action Steps
Reflect on your trust triangle. Identify which element—authenticity, logic or empathy—you need to strengthen and develop a plan to enhance it.
Engage your team. Initiate dialogue about trust, encouraging open sharing and collective growth.
Lead by example. Your actions set the tone and embody the trust you wish to see.
Final Thoughts
Building trust requires consistent, intentional actions and a willingness to grow alongside your team. From my experience, the dividends of trust—in engagement, innovation and performance—are well worth the investment.
By focusing on both cognitive and affective trust and recognizing authenticity’s pivotal role in bridging logic and empathy, you position yourself and your team to exceed objectives, turning challenges into opportunities for greatness.
Embrace the journey of building trust. Your leadership will inspire your team and leave a lasting impact on your organization’s culture.
This article first appeared on Forbes.com on 3rd January 2025
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
In this webinar, Ricky Muddimer and Graham Field discussed how trust is the invisible engine that drives high-performing teams. Without it, communication breaks down, innovation stalls, and performance falters. But with it? Teams collaborate seamlessly, make faster decisions, and achieve extraordinary results.
As a leader, how do you build and sustain trust in your team—especially in today’s fast-paced and often disconnected workplace? Watch ‘Trust: The Secret to High-Performing Teams,’ our final webinar of 2024, and discover why trust is the most critical factor in unlocking your team’s full potential.
This isn’t just another webinar—it’s your opportunity to gain actionable insights to set you and your team up for success.
Low trust doesn’t just create tension—it impacts results. In this highly practical session, we’ll explore:
The cost of low trust: How it shows up in miscommunication, disengagement, and slowed progress.
The benefits of high trust: Why it accelerates innovation, strengthens collaboration, and boosts team performance.
How to build trust: Simple, actionable strategies to foster a culture of trust in your team or organisation.
If you’re ready to tackle the barriers holding your team back and learn proven techniques to unlock their potential, this webinar is for you.
In this webinar, Ricky Muddimer and Graham Field discuss how trust is the invisible engine that drives high-performing teams. Without it, communication breaks down, innovation stalls, and performance falters. But with it? Teams collaborate seamlessly, make faster decisions, and achieve extraordinary results.
As a leader, how do you build and sustain trust in your team—especially in today’s fast-paced and often disconnected workplace? Watch ‘Trust: The Secret to High-Performing Teams,’ our final webinar of 2024, and discover why trust is the most critical factor in unlocking your team’s full potential.
This isn’t just another webinar—it’s your opportunity to gain actionable insights to set you and your team up for success.
Low trust doesn’t just create tension—it impacts results. In this highly practical session, we’ll explore:
The cost of low trust: How it shows up in miscommunication, disengagement, and slowed progress.
The benefits of high trust: Why it accelerates innovation, strengthens collaboration, and boosts team performance.
How to build trust: Simple, actionable strategies to foster a culture of trust in your team or organisation.
If you’re ready to tackle the barriers holding your team back and learn proven techniques to unlock their potential, this webinar is for you.
Check out the Slides
These slides accompany the webinar and include the content on trust.
Psychological safety is the cornerstone of high-performing teams and thriving workplaces, enabling open communication, creativity, and innovation. However, even well-intentioned leaders can unknowingly erode this environment through specific actions or habits. Whether dismissing feedback, micromanaging, or prioritising results over relationships, these behaviours can stifle collaboration and suppress team morale. The resulting impact isn’t just limited to strained relationships—companies face diminished learning, reduced creativity, and a decline in overall productivity. This article dives into the subtle ways leaders may undermine psychological safety and provides actionable insights to help leaders foster an atmosphere of trust and openness where employees feel empowered to contribute and take risks without fear of judgment.
The concept of psychological safety is pivotal in today’s corporate environment, as highlighted by Amy Edmondson’s influential work The Fearless Organization. While its benefits are clear—fostering innovation, engagement and a no-blame culture—leaders often hinder the implementation.
Understanding Psychological Safety
Psychological safety creates a corporate culture that values transparency and sees mistakes as learning opportunities. It encourages individuals to voice concerns and share ideas freely, which is crucial for driving forward-thinking and innovation.
Consider the alternative: a culture of fear and shame that drives problems underground, misses learning opportunities and increases the risk of systemic issues. It is human nature to avoid looking foolish and being shunned. So mistakes are hidden and we let things slide.
Learning From History
In the late ’70s and early ’80s, the global aviation industry faced substantial safety issues, declining consumer confidence and air travel numbers. They had little choice but to tackle their safety issues head-on. This required airlines to come together with a common goal to make everyone who flies as safe as possible.
Introducing a nonpunitive reporting policy required pilots to share incidents and near misses within an agreed timeframe. This policy was pivotal to improving standards, making air travel one of the safest forms of travel.
Why Do Businesses Choose To Focus On It?
Businesses now see psychological safety as a beacon for high engagement and empowerment, unlocking hidden potential while making an environment less risky. This pursuit is admirable and noble, but it needs the courage and conviction of leaders to see it through. It is also a journey, not a destination.
What Causes Psychological Safety To Fail?
Teams constantly change, and therefore, dynamics shift. Our primal responses see new people as threats, unknown entities that cause uncertainty and anxiety. Much of this is subconscious, so we might not even realise it’s happening. When you add in internal competition, ego and misaligned goals, the cracks soon appear, and performance levels drop.
Egotistical leaders who place their needs above the group destroy psychological safety. Their obsession with winning causes people to feel unsafe. A more selfless leadership focused on performance—that faces the facts, sharing thoughts, good and bad—can lead to a better future.
How leaders react is crucial, too. When things happen, is their response disproportionate? Or are they balanced, calm and methodical? The personal pressure level will determine a leader’s response, and their feelings can influence whether it’s in proportion.
The leader’s intent may be to tackle the challenge a-on, embrace the learning opportunity and come together to work through it. However, add in the complexity and demands from boardrooms, stock markets, media and the workforce, and that intent may waver. The scale and nature of these pressures can easily bias any leader’s decision-making.
How leaders intellectually spar with their people can be dangerous. It can be healthy to stretch, test and explore with their people, but if they have to “win” the argument, they will likely intimidate their people, who will probably then stay in their lane and play it safe.
I sympathise with those in public roles who are particularly susceptible to this; the risk of failure is so high personally and professionally that adopting a psychological safety culture, while intellectually sensible, can be risky as mistakes and failure are spun in the public eye by the press with a witch hunt as they demand someone to be held accountable—that’s not conducive to psychological safety and definitely a need for strong leadership.
What Happens When Psychological Safety Is Failing?
The absence of psychological safety causes decline, whether it be an existential problem that causes the leader’s downfall or a slow decline.
Without learning and growth, people don’t innovate, take risks or be creative. People who previously felt safe can now feel exposed and seek new opportunities elsewhere, which means losing talent and recruiting becoming harder.
Employees can become less engaged and feel undervalued, marginalized and underappreciated, so delivering organizational goals becomes much more challenging.
Increased stress and anxiety directly impact decision-making. People play it safe, looking for ways not to lose instead of playing to win. Playing to win means being prepared to lose, but knowing failure means learning and growth. In other words, you either win or learn.
The irony is that a psychologically safe culture surfaces issues and allows for debate, discussion, shared learning and more collaborative problem-solving. All of which raise standards across an organization, decreasing risk and driving up performance.
Why You Need To Hold Your Nerve
The alternative to psychological safety doesn’t bear thinking about; a false harmony pervades, and blind spots grow. It makes no sense only to hear what you want to hear; the reality is that bear traps are lying in wait!
Psychological safety doesn’t guarantee a worry-free journey, but the issues can be in plain sight, and your people will be more likely to want to be a part of the solution.
It takes real effort to remain rational and calm when things around you are failing. However, we can train ourselves to look for the learning in the chaos over time. But you must fight your body’s natural fight or flight response, develop strong self-talk and create a narrative that finds the learning once you let the emotions dissipate.
As Kipling said, “If you can keep your head when all about you are losing theirs and blaming it on you; If you can trust yourself when all men doubt you but make allowance for their doubting too; If you can wait and not be tired by waiting.”
Being human means making mistakes. Being superhuman might just mean having the courage to embrace and learn from them.
This article first appeared on Forbes.com on 27th February 2024
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
In today’s intricate world, decision-making and learning often occur in ambiguous contexts where clear-cut answers are rare. This article delves into the complexities of navigating these “grey areas,” emphasising the importance of critical thinking, ethical reasoning, and adaptability. It highlights how social contexts and cultural influences shape our perceptions and decisions, underscoring the need for continuous learning and cultivating environments that encourage open dialogue and diverse perspectives.
Not all lessons are black and white in the vast expanse of learning and development. Much of what we learn, especially in leadership, management and personal growth, lies in grey areas—complex, nuanced and often without clear-cut answers.
How, then, do you train and develop your people to work in the grey zones when a flowchart, manual, process, or, dare I say it, artificial intelligence (AI) can’t cut it? Not yet, at least.
Serendipity piqued my curiosity, leading me into the world of social learning theory.
A Chance Encounter Inspires A Challenge
When a global automotive manufacturer challenged my company to think differently and to look at a learning problem from another perspective, we had to embrace the opportunity.
The challenge was to address a development gap in their frontline people managers; while skilled and competent in the technical and process aspects of the role, they needed to be more effective in their soft skills. The need was to be able to have impactful people conversations that changed behavior. Challenges where the stock answer is “It depends” are not the happy place for managers who would sooner fix a technical issue than talk to their people. Of course, there were operational constraints and budgetary limits, too.
We train, develop and coach people worldwide for some of the biggest brands, but this needed a new solution, something like gamification. At that time, it was not at all in our sweet spot. So we set about doing our research.
We created a dilemma game for them, one that blended four distinct components:
Gamification to motivate and maintain interest;
Psychological safety to enable participants to feel comfortable surfacing issues or exposing perceived weaknesses (the game element also helps this);
Group coaching, where a facilitator runs the game and asks great questions to cause conversation, exploration and curiosity; and finally,
Social learning, encouraging people to share their experiences, good and bad, for the benefit of the group, all under the pretext of “It’s only a game.”
Players shared more than we ever imagined, and managers grew, not just in learning but in recognising that they are not the only ones who struggle. Additionally, they built an internal support network they can talk to when needed.
The Essence Of Social Learning
Social learning is at the heart of understanding how we navigate the grey areas.
Psychologist Albert Bandura, professor emeritus of social science in psychology at Stanford University, popularised the theory. Bandura suggests that people learn from one another via observation, imitation and modelling.
One of Bandura’s most famous experiments, the Bobo doll study, demonstrated how individuals, particularly children, learn and replicate behaviours they observe in others.
This fundamental concept illuminates the significant impact of environmental and social influences on our learning processes and decision-making abilities. Where you work and who you work with significantly impact what you learn.
Learning From The Environment: The Role Of Observational Learning
From early childhood, our learning is deep-rooted in observation. We watch the actions of those around us—our parents, teachers, and peers—and see the consequences of those actions.
This observational learning extends beyond mere replication of behaviours. It involves understanding the outcomes of actions and adjusting our behaviour in response.
When we witness positive results, we are encouraged to mimic those actions. Conversely, adverse outcomes might deter us but can also pique curiosity and imitation under certain circumstances.
This dynamic interaction with our environment shapes our understanding of the world, especially in areas where the answers could be more straightforward.
The Grey Areas: Navigating Complexity Through Social Contexts
The grey areas of decision-making and ethics represent a significant challenge for personal development and professional training. These are the domains where right and wrong are not easily discernible, where the ethical, practical and effective course of action might vary depending on context and perspective.
Training individuals to navigate these complexities requires a sophisticated approach beyond traditional didactic methods. How you get an answer becomes a more important skill than knowing the answer.
Creating realistic and contextual situations for discussion and exploration is critical. By simulating real-life scenarios that present ethical dilemmas or complex decision-making situations, learners can engage in critical thinking, explore different outcomes and consider the implications of various actions.
This experiential learning approach encourages individuals to reflect on their values, the influence of their actions on others and the broader societal implications.
The Impact Of Peers And Culture
Our peers and the culture we are a part of play crucial roles in shaping our responses to grey areas. The social norms, values and behaviours are prevalent in our immediate environment influence our perceptions of what is acceptable or desirable.
This social context can either reinforce positive behaviors or perpetuate negative ones. Recognizing the power of social influence is crucial for both learners and educators, as it highlights the importance of fostering positive, supportive and ethical communities.
Moving Toward A Future Of Informed
Decision-Making
Training for the shades of gray requires an emphasis on critical thinking, empathy and ethical reasoning. It involves cultivating an environment where questioning is encouraged and diverse perspectives are valued.
By leveraging social learning principles, educators and leaders can create more nuanced training programs that prepare individuals not just to choose between black and white but to navigate the vast spectrum of grey created by current levels of uncertainty with confidence and integrity.
Our Solution
What Would You Do? helps cross-functional groups surface common issues and performance gaps through social learning, gamification, group coaching and psychological safety. You can learn more here.
Conclusion
In a complex and nuanced world, navigating the grey areas is more crucial than ever. Understanding and applying social learning principles can better prepare us and others to make informed, ethical and impactful decisions.
By observing, discussing and reflecting on the multifaceted outcomes of our actions, we grow as managers and leaders, ready to face the challenges of tomorrow with wisdom and compassion.
This article first appeared on Forbes.com on 15th April 2024
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
Are you looking to boost your team’s productivity and cohesion?
Ricky dives into the groundbreaking study by Google that sheds light on what truly sets high-performing teams apart. Whether you’re a manager, team leader, or team member or have a curious mind, this video holds transformative insights for you!
Inside this video, you will discover:
Google’s extensive research spanned over two years.
Powerful takeaways from 200+ interviews & analysis of 250 attributes across 180+ active Google teams.
The surprising truth about what really matters in teamwork.
A comprehensive breakdown of Google’s five key dynamics for high-performing teams:
Impact of Work
Meaning of Work
Structure and clarity
Dependability
Psychological Safety
Exclusive Resource: Want to implement psychological safety in your team? Don’t miss the exclusive worksheet that will guide you through the process! Click here for the worksheet
Join Ricky on this enlightening journey and equip yourself with the tools and knowledge to craft a team that doesn’t just work but excels!
Ever wondered how to change culture? It’s all about the choices we make in those moments of truth!
In this video, we unpack how one client used a social learning experience blended with gamification, group coaching and psychological safety to create a safe learning space. We brought together a multi-level audience to discuss how they would handle different situations. It was only when team members felt secure that they said what they really felt, exposing knowledge gaps, lack of confidence and doubts about what to do when under pressure.
Our favourite quote came from a junior team member who, in a multi-level audience of 40 people, asked “I know we all have said we’d do the right thing, but can someone tell me what that looks like?” The virtual room fell silent. This one example led to one of the most productive discussions we had.
By learning from your successes and failures, you can create a culture that is conducive to success. Learn how social learning can help you transform your organisation’s culture.
We work with organisations worldwide; in this video, we share how Lowell Financial Group used ‘What Would You Do?’, to embed the FCA Conduct Rules, helping 100% of participants feel confident to apply the rules in their job. What Would You Do? is the perfect learning solution for learning professionals looking to spice up their short-burst learning interventions.
We created What Would You Do? in response to a client looking for something different, engaging, high impact and can be run internally at a moment’s notice. We build a social learning experience that brings cross-functional groups together online or face-to-face to discuss everyday dilemmas faced in the workplace. When team members are uncertain or lack confidence, the last thing you need is them guessing or unintentionally placing your business and/or people at risk.
Have you considered why your people are not stepping up?
This video is a 90-second summary of our first LinkedIn article, which asks why my people are not stepping up.
We explore how your leadership shadow can limit your people more than you ever imagined. The shadow of a leader makes it hard to step up; it feels too hard, so they don’t.
Stepping up is expected of every leader, and we hope our people follow suit, but your shadow and your behaviour get in the way.
