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Team Trust, Psychological Safety and Accountability: The Blueprint for High-Performing Teams

Updated: Apr 14



In this installment of my "Team Psychology" series I delve deeper into the fundamental building blocks required for crafting a successful team, specifically focusing on trust, psychological safety, and the often-overlooked element of accountability. Over many years of facilitating leadership and team development, I've seen how the interplay between these factors can propel a team to excellence or hinder its potential. In this article I share how these elements affect team performance and a set of tried and tested steps for building trust in your team.


Firstly, think of a time when you were part of a team where trust was lacking. The discomfort, the second-guessing, and the reluctance to share openly—these are signs of a team struggling to collaborate effectively. In my consulting with hundreds of teams, one fact has consistently emerged— trust is foundational to a team’s success. Teams tell me trust is the glue that holds them together. Yet, most teams whisper in hushed tones that they could use a little more glue. Research supports this, showing that without trust, collaboration crumbles. Members hesitate to share crucial information or admit faults, severely hampering team progress.


What does “real” team trust and psychological safety look and feel like?

Trust within a team transcends the mere expectation that my teammates will complete a task or action they said they would do. It encompasses a deeper sense of mutual support where members feel comfortable sharing ideas (even risky or controversial ones), admitting mistakes, and requesting help without fear of judgement from their team. This form of trust enables teams to operate not just efficiently but innovatively. It fosters an environment where team members feel comfortable enough to be vulnerable, admit to errors, and voice new ideas. To get to this level of trust, however, the team members need to feel psychologically safe.


The concept of psychological safety, which is now considered essential for a healthy workplace, was popularized by Amy Edmondson of Harvard Business School. Psychological safety refers to the belief by team members that it is safe to take risks and express themselves, without fear of negative consequences, to achieve team outcomes. Research demonstrates teams with high levels of psychological safety are more engaged, able to learn from mistakes, and consequently, more successful.

"We have some ‘communication’ challenges."

I recall working with a product design team plagued by, what several team members called, "communication challenges," a euphemism for a deeper trust issue. Through facilitating team building sessions and sharing their insights from targeted team assessments, I saw them increase their trust and psychological safety with each other. From this they began to genuinely discuss failures and learn from them, leading to more effective problem-solving and enhanced team cohesion. Of equal importance they also said the team development increased their enjoyment working together.


“But does psychological safety lead to people not delivering results?”

The Role of Accountability

A common question I encounter in discussions with organisational leaders is: "But what about accountability?" It's a myth that psychological safety and accountability are at odds. In fact, they are complementary. High standards of accountability do not necessitate a sacrifice in psychological safety. Edmondson and her colleagues’ extensive research support this, revealing that teams achieve peak performance when high levels of psychological safety are matched with robust accountability measures. Keep in mind the accountability measures need to be agreed to by the team, which is why I guide teams to make this part of their team building discussions and actions.


Achieving a balance between psychological safety and accountability is challenging but essential. It requires clear expectations, consistent standards, and a commitment to fairness. Teams must understand that accountability measures are not punitive but are frameworks designed to guide the team towards shared goals.


So, what have I seen works to build trust, psychological safety and accountability in teams?

The place to start involves helping the leader understand their role setting the tone and fostering trust and psychological safety. Here are some tried and tested tips for team leaders:


  1. Invite Other Viewpoints: Picture a leader asking, "What am I missing?" like they’ve lost their keys. It shows they’re open to digging around in the team’s ideas to find the golden nuggets.

  2. Listen to First Understand: This isn’t just nodding while planning your lunch. It's about truly understanding the weird, wonderful, and wacky ideas your team has. Remember, understanding doesn’t mean agreeing. It’s just admitting that two people can be right at the same time.

  3. Hit Pause When You Feel Challenged: It’s easy to turn into a keyboard warrior or take a defensive stance when the chips are down. Instead, take a breath. Maybe take ten. It’s like hitting the pause button during a movie scene where you know something embarrassing is about to happen.

  4. De-stigmatize Failure When the Team is Learning or Adapting: Embrace failure like it’s your awkward friend from high school. You don’t have to love it, but you’ve got to accept that it’s part of the journey to success. Let your team know it’s okay to trip over the finish line because hey, at least you’re crossing it.

  5. Boost Meeting Participation: Ever seen a meeting where only the usual suspects talk? Time to introduce the role of an “Inclusion Booster”—think of it as an engaging MC at a social event for ideas, making sure everyone gets their moment to share the mic.


Team members also have a role to play.

Even if you are not the appointed leader or most experienced person in the team all members can help build trust and psychological safety. Here are some tangible tips for team members:


  • Speaking up can feel intimidating in some situations – If you feel this way, ask the team a question that relates to an idea or a concern you have. Remember it is OK not to have all the answers.

  • Encourage your teammates to share their ideas, suggestions and concerns. Demonstrate you are interested in what they have to say when they share. Use follow-up or clarifying questions with them.

  • Be open sharing information, knowledge or perspectives you have when the team is making decisions or solving problems. Initiating the sharing results in others seeing the benefits of sharing what they know.

  • If you are uncertain about raising a question or highlighting a concern, explain that you are unsure before posing your question or concern. People are more likely to trust you than if you pretend to know the answers.


The Team Trust Effect

The takeaway here is that trust, psychological safety and accountability are not just compatible; they are co-dependent dynamics that drive team success. Building trust and psychological safety can feel like being a gardener in a concrete jungle—it takes work and persistence, but the growth you’ll see is worth it. Or if you want to make real progress, consider engaging an experienced team facilitator to work with your team.


Next Up in the Team Psychology Series

In my next article, I’ll explore further elements and practical tips critical for team success, including why having a shared team purpose is like having a good GPS—it keeps everyone on the right path. I invite you to share your experiences and challenges in navigating these dynamics, as our collective insights enrich working towards building exceptional teams.

If you are wanting to know more or how I can help your team build trust, you can connect with me using the contact information below.


About the author

Dr Martin Boult – Psychologist and Director of Boult Executive Psychology


References

  • Edmondson, A., & Bransby, D. P. (2022). Psychological Safety Comes of Age: Observed Themes in an Established Literature.  Annual Review of Organizational Psychology and Organizational Behavior 10(1) DOI:10.1146/annurev-orgpsych-120920-055217


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