What makes a Team to perform at they most optimal state? The Trust component in the workplace is a key driver of Team performance and cohesion. What are the drivers of Trust? How do they relate to performance and high productivity? What are the key behaviors that generate trust?

1. TRUST
Build it, Grow it, Repair it

2. • xpectations from the Team
Honest Conversations
Positive spirits
Clarity on the individual roles
Global insights
Understanding the team languages/connection
Understanding team boundaries and expectations from each
other
How to manage external stakeholders
Zimbabwe Team priorities for the F/Year

4. What is Trust?

5. Trust is the Willingness to be vulnerable; it’s choosing to be
vulnerable to the other person and take risk.
TRUST = WILLINGNESS + VULNERABILITY
 It’s about accepting (by choice) to be “vulnerable” to the other and take risk based on
a certain “natural propensity” one have to take risk.
 Google definition of vulnerability, is “the quality or state of being exposed to the
possibility of being attacked or harmed, either physically or emotionally.”
 In the workplace, this typically shows up in the form of being open to potential
criticism, trying something new and making a mistake or allowing your approach to be
questioned.

6. TIPS
 Ask for help on a project.
 Ask for feedback.
 Try something new
 Admit to mistakes.

7. What are the Key Drivers of TRUST?

8. Ability
Can the other do what they say they can do? [Capacity - Skills -
Capability]
Are they able to perform what they say they will perform?
NB: Ability is context-specific
(even tough I can trust my collaborator to demonstrate a certain
specific skills, this may not be applicable for other skills non
related to they fild of expertise)

9. Benevolence (Care)
Does my manager care about me?
Is there a genuine benevolence about my person, or my
manager only cares about “his/her” results at work?
In line with our behaviours system, we want to inspire our teams
and creates an emotional bond between leaders and
subordinates, which will also impact their wellbeing.

10. Integrity
• Integrity sit on how our set values & principles, are lived and
demonstrated in the workplace.
• Can my Colleague trust me to ......
 Demonstrate CA values of Love?
 Make decision that are Equitable for all?
 Treat them with Dignity?
 Act and be driven by Justice in our workplace?

11. SELF - ASSESSEMENT

12. Trustworthiness and Trust working:
What makes you trust someone in a professional context?
What are your personal strengths as a member of the SMT of
the CA-Zim program?
How can we support each other with the knowledge gained on
our different strengths and ways of working?
Identify the developmental areas needed for each SMT member
•
• The discussions shall lead to high reflections on individual’s
areas of strengths and development as well as an agreement of

13. •
STRENGTHS AREAS AREAS FOR FURTHER DEVELOPMENT

17. Being transparent
is about being open and honest in
communication. It is about having
open conversations with colleagues
and presenting them with your honest
view rather than concealing or
spinning information. By being open
and honest we assure people that
there is nothing to hide.
Sticking to commitments
Doing what we say we will do means
that others can rely on us and this is
key to building interpersonal trust.
Demonstrating trust
Trust is generative. This means that
people are more likely to trust another
person when they feel trusted by that
person. When we extend our trust and
let others feel trusted, it creates
reciprocity and encourages our
trustee to trust us in return.
Being personal
This behaviour is about getting
involved in more than just work-
related dealings and getting to know
someone at a more personal level.
This does not mean ignoring
boundaries between what is personal
to you and the world of work. It does
not mean disclosure of things that you
hold as deeply private. It is about
letting people know what makes you
tick and being appropriately open
about your views and concerns.
TRUST
Being consistent
This is about communicating the
same messages to colleagues and
not changing what we have already
agreed. Equally important is
consistency in behaviour, which
allows those who work with us to
anticipate what we might do in
different situations.