Vulnerability-Based Trust

Patrick Lencioni, author of The Five Dysfunctions of a Team, says that leaders need to build vulnerability-based trust. He describes it as “the kind of trust that comes about when people on a team can and will genuinely say things to one another like:

• I don’t know the answer.
• I need help, I think I really messed this up.
• I’m sorry—what I said yesterday was totally out of line and I apologize."

A lack of trust is the first dysfunction that stops teams performing effectively. Without a foundation of trust between colleagues, it’s impossible to have robust discussions and positive conflict—the sort of frank, open, yet respectful conversations that people can only have with those they implicitly trust.

If I say, “I think we should do ‘XYZ,’” and you reply, “No, I don’t think you’ve considered ‘ABC’ and here’s why,” we have the opportunity to create better outcomes. Without this candor, people can’t contribute fully, and opportunities are missed.

In high-trust teams it’s safe to air ideas—even conflicting ones—and explore all the options. Without this, there’s a lack of commitment to decisions (because people don’t feel they’ve had a chance to be heard), which leads to a lack of accountability and ultimately, poor results.