It results from how we lead and how we team. To change culture, consider changing how we lead and team. action can we take; - Get clear on expectations, together, united - Share your future dreams and set team performance exist in your culture. performance culture.

"Trust has two dimensions: competence and integrity. We can forgive mistakes of competence. Mistakes of integrity are harder to overcome." Simon Sinek. When this appeared in my feed, it started the wagon turning. Is there only 2 elements to trust. The research, like leadership and EQ, has different models of Trust floating around. Regardless of the words used in these models, I like to break TRUST into 5 elements; COMPETENCE is one, some models describe this as Able ( ABCD model of Trust). INTEGRITY, sometimes described as sincerity is absolutely a key element. Dependable or RELIABLE is the third CARE or Connection (lets wrap this up as empathy) is a fourth element The neuroscience of trust I see as the 5th element There are many experts on Trust, Paul Zak is absolutely one of the standouts, Judith Glaser's C-IQ model, Ken Blanchard to name a few. Regardless of what Trust is or isn't, it's developed and lost at different speeds for us. I am a trust giver, you get it up front until events occur for me to question that Trust. Sometimes referred to as Blind Trust. It takes a lot, but once it's lost, it's hard to ever regain my trust. Other's are less distrusting upfront, and it takes a while before you gain their Trust, but once you have it, it can remain for long periods of time. Some elements we forgive faster than others. Some elements, once lost, well you can now see why relationships in organisations are filled with friction when politics interferes with integrity. And the 5th, the neuroscience, is conscious awareness of how our words create worlds, and how we can adapt our leadership style to ensure the stage is set for Trust to be cultivated. C-IQ. Why is this critical to leadership? Whilst EQ is the skill that enables us to see ourselves and others clearly, TRUST is the glue that holds it together. As a leader, understanding the elements of TRUST will help us see when the waters get murky. We notice a disruption in a relationship, was TRUST impacted and how. We are playing a little bit of politics, how is this impacting our integrity. We dont keep promises, do our actions show we care. Knowledge raises awareness because we just activated the RAS. And awareness raises self reflection. Melina is a C-IQ practitioner.  To find out more about how to bring C-IQ to your conversations email us melina@peopleq.com.au

We understand it's critical to High Performing Cultures, having lived it and still living it. So here are a few tips; In this example it kicked off well - inclusion was high. tool incorporates psychological safety, as does our approach to leadership programs, executive and team We support leaders and teams get comfortable being uncomfortable, in a way that delivers great outcomes

And now you’re leading a team, maybe an entire organisation, and somewhere along the way, the rules quietly The transition from high performer to effective leader is one of the most underestimated shifts in professional Teams are navigating uncertainty, change fatigue, and shifting expectations about what work should feel Teams feel seen. They feel psychologically safe. They stay. Culture lifts from the top. Performance becomes sustainable.

As leaders, the ability to inspire trust among team members is paramount to a thriving and high-performing dialogue, active listening, and honest feedback to promote transparency and provide opportunities for team Delegate and Empower: When leaders allow the team to take ownership of their work and make decisions, This trust in their team members not only builds self-esteem it also fosters accountability. engagement, and success, and leaders who prioritize trust-building are rewarded with a loyal, motivated, and high-performing

In contrast, an unhealthy workplace culture leads to high turnover, low morale, and decreased performance When leaders communicate openly with their teams, it fosters trust and creates an environment where employees Plus, a positive team dynamic creates a sense of belonging and camaraderie that boosts morale energy essential for any organization that wants to attract and retain the best people, boost productivity and performance team members can grow and thrive.

Why psychological safety matters to high performance. You may have heard that Psychological Safety is the #1 predictor of team effectiveness and that high psychological safety in the workplace accelerates and supports high performance. Cultivating psychological safety is foundational to a high performing and thriving workplace culture. to support their high performance journey.

executive coaching places a strong emphasis on self-awareness and emotional intelligence, foundational to high performing leaders. better navigate complex challenges, manage their emotions and build stronger relationships with their teams and performance improvement. leaders to identify areas that need focus such as communication, decision-making, conflict resolution, team

I recently delivered a workshop as part of an eight month leadership program on "empowering our teams When a team member or team feels dis-empowered, it results in self-doubt and a loss of confidence, turning a generally creative team member into a cautious, double checking overthinker. It can be faintly seen in the poor results of a team or organisation and a lack of innovation, ideation , individual confidence (and therefore ownership) also high, as is productivity.

traditional goal achievement, it considers the well-being and engagement of employees and the dynamics of teams are role-models, opportunities to be challenged and stretched, constructive and regular feedback on performance Be relentless about Open Communication Open and transparent communication is vital to team trust, harmony Recognize and Reward Performance: Recognizing and rewarding employee performance is essential for fostering

It was a mix and surge of excitement, seeing the future and anxiety around suddenly having a team of On one hand I was ecstatic that I was promoted, all my hard work as a high performing individual had It was never enough to be a high performing individual contributor - she was passionate about teams and more specifically how to transform underperforming teams into extraordinarily successful teams. meeting or weekly team lunches, a time where you come together as a team to check in, connect, set goals

ignites intrinsic motivation and mindful action, enabling others to improve decision-making and elevate performance    Observe and act on thinking that is limiting personal growth o   Consider the immediate and longer-term Champion a Coaching Culture o   Embed coaching practices within the organization. o   Encourage team members to adopt reflective practices for improved performance. 9.