building trust

When a manager assigns a team a difficult but achievable job, the moderate stress of the task releases neurochemicals, including oxytocin and adrenocorticotropin, that intensify people’s focus and strengthen social connections. When team members need to work together to reach a goal, brain activity coordinates their behaviors efficiently. But this... See more

Compliments are an other-oriented token that don’t demand a response from the person they are directed to. They also don’t usually require the receiver to reveal anything — the compliment affirms that what they chose to reveal has been seen and noted.

I might have approached the librarian with something along the lines of, “I love your dress. I had... See more

Generative Engagement, as a model, is a way of thinking about how you make moment-by-moment choices to interact with others to create generative space between you. It asks that you consider three conditions* in your interactions to shape patterns of generative engagement.

• You stand together, sharing identity. You come together, across your

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Out of all the “regulars” I’ve interacted with in all the places I’ve worked, the strongest bonds have always been with the people that made me feel safe to be myself no matter what emotional state I was in.

The neuroscience shows that recognition has the largest effect on trust when it occurs immediately after a goal has been met, when it comes from peers, and when it’s tangible, unexpected, personal, and public. Public recognition not only uses the power of the crowd to celebrate successes, but also inspires others to aim for excellence. And it gives... See more

Being trusted to figure things out is a big motivator: A 2014 Citigroup and LinkedIn survey found that nearly half of employees would give up a 20% raise for greater control over how they work.

When Amabile analyzed 12,000 diary entries of employees from a variety of industries, she found that 76% of people reported that their best days involved making progress toward goals.

. Neuroscience experiments by my lab show that when people intentionally build social ties at work, their performance improves. A Google study similarly found that managers who “express interest in and concern for team members’ success and personal well-being” outperform others in the quality and quantity of their work.

Organizations that share their “flight plans” with employees reduce uncertainty about where they are headed and why. Ongoing communication is key: A 2015 study of 2.5 million manager-led teams in 195 countries found that workforce engagement improved when supervisors had some form of daily communication with direct reports.