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Trust and Teams by Rebecca Miller-Webster Trust is at the core of whether we are happy at work or not. Trust is at the core of whether we like who we work with. Trust is at the core of whether people perceive us to be good at our jobs. But what is trust? How do you know when it's missing? And how do you fix it when it's gone. Let's discuss the elements of trust and the patterns of behavior the make or break trust
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In the presentation titled "Trust and Teams," Rebecca Miller-Webster, VP of Engineering at M Mind Software, explores the pivotal role of trust in workplace relationships and team dynamics. She emphasizes that trust is essential not only for personal happiness and teamwork but also for business profitability. Miller-Webster begins by explaining the definition of trust as proposed by Charles Feltman: it is about choosing a risk and making something valuable vulnerable to another's actions. The speaker highlights the everyday nature of trust, drawing parallels to both business and personal relationships. Key points discussed in the presentation include: - **Understanding Trust**: Trust is fundamentally about risk assessment and vulnerability related to values. - **Elements of Trust**: Miller-Webster introduces the BRAVING framework from Brené Brown, outlining essential components: - **Boundaries**: Importance of respecting personal boundaries in team dynamics. Example: Missteps in decision-making by leadership can violate team expectations. - **Reliability**: Delivering on commitments and being clear in communications to avoid misunderstandings. - **Accountability**: Owning one's mistakes and making amends to preserve trust. - **Confidentiality**: Maintaining the trustworthiness of shared information. - **Integrity**: Aligning actions with stated values, promoting consistency. - **Non-judgment**: Encouraging open communication without fear of judgment enhances trust. - **Generosity**: Assuming positive intent in others’ actions contributes to a supportive environment. Miller-Webster shares a powerful anecdote involving a colleague who provided feedback in a manner that reinforced trust, demonstrating how clear communication and good intentions are vital. Additionally, she suggests monitoring trust levels within teams by using the BRAVING framework, which can facilitate language and frameworks for discussing trust issues constructively. In conclusion, Miller-Webster reinforces that modeling trustworthy behavior—such as admitting mistakes and asking for help—can create a culture of trust and accountability. By addressing trust through these various elements, teams can better navigate challenges and foster positive collaborative environments.
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