Trust is the glue that makes teams stick. But trust is elusive and hard to attain while easy to lose. Trust is paramount to high performance. Join me to identify some ways to build trust with team members and stakeholders. In this presentation we look at the factors that lead to trust in teams and what you can do as a team leader to build high levels of trust.

1. Building Unbreakable
Trust In Teams
Dr Tim Baker
www.winnersatwork.com.au

2. Dr. Tim Baker

3. Tim Baker explains this
perfectly in this very
readable and practical
book that is easily applied
to your team.
Grant Fox MBE, former
All Black Legend and CEO,
Techfront NZ
Tim Baker does a wonderful job dismantling the
mystique of continued and sustainable
success.
Tom Lawton, former Wallaby Great
Tim Baker writes a
practical book that is
guaranteed to lead to
higher performance.
Commissioner Katarina
Carroll, QPS

4. Nick Farr-Jones AM,
former Wallaby Captain and Great
“Tim’s book nails the eight
characteristics of high-
performing teams. These
characteristics are about
relationships and culture,
rather than just the task at
hand.”

5. The Team Identity Model

6. Doesn’t trust ebb
and flow? In a
team, I don’t have
must control over
trust levels.

7. The job description
Four non-job roles
Special offer

8. Elements Of Trust
openness acceptance  congruence reliability  competence

9. openness
Appropriate openness in
our conversations gives
others a sense of our self-
confidence and willingness
to connect with them.
Being a closed book or
playing your cards close to
the chest means it’s hard to
know what others are
really like.

10. acceptance
Acceptance is the
flipside of the openness
coin.
When people share
information about
themselves, they’ve
chosen to take a risk—
to be a little vulnerable.
We know there’s the
chance of rejection or
judgment when we
divulge something
personal about us.

11. congruence
Congruence in
communication is
measured by how aligned
our words are with what
we mean.
Do we talk straight, or do
we couch our opinions
and contributions in
qualifications or hesitant
phrases?
There’s a balance to be
struck here, of course,
between bluntness and
avoidance.

12. reliability
Reliability is a familiar
element of trust—it sends
a message that you will do
what you say you will do.
Over-promising, under-
delivering, procrastinating,
and inconsistency signal a
lack of reliability—and
result in erosion of trust.

13. competence
Competence is
sometimes
overlooked.
We all learn to
trust ourselves
and others in
some situations,
but not others.

14. Team Values Charter
• A Team Values Charter is a powerful way to assist a team to work together towards a common
goal.
• It is not a time-consuming exercise and will take your team about 20-minutes to complete.
Baker, T. (2015) The new influencing toolkit: Capabilities for communicating with influence. London, Palgrave Macmillan)

15. Team Values
Charter
1. What is one value that is important to
you when working in groups and
teams? e.g., respect.
2. What is your definition of that value?
e.g., respect is when people are
prepared to listen to others, even when
they may not agree with their point-of-
view.
3. Why is that value important to you?
e.g., I like to feel that I am respected
and my opinions valued when working
with others.
4. What behaviours would be consistent
with this value? e.g., not interrupting
someone else when they speak.

16. Is the Them & Us
Employment
Relationship Over?
Dr Tim Baker
https://www.eventbrite.com/e/is-the-them-us-employment-relationship-
over-tickets-148114320921
Fri, June 11, 2021
10am – 10:30pm AEST

17. Amazon price:
$35 (inc
postage).
My price TODAY
ONLY: $25 (inc.
of postage)
Send me an email tim@winnersatwork.com.au by COB today.