When you don’t have trust at work, it’s undeniably obvious.
I’ve been on, and witnessed, teams that struggle with mutual trust, and almost always it’s a symptom of an untrusting – or more accurately, deeply insecure and fear-driven – leader. (That, of course, is a topic for a whole other conversation)
You can recognize this trust deficit by the tell-tale signs of micromanagement:
Leaders are involved in meetings that could easily be handled by others.
Every decision, no matter how small, has to be approved by them.
Team members are cautious or afraid to share thoughts.
Leaders dominate discussions, leaving little space for others' input.
The focus shifts from the end product to how something is done.
They ask too many questions, check in too frequently, and offer excessive advice and prescriptive direction.
The Brain's Deep Need for Freedom: Why Micromanagement Just Doesn't Work
Our brains are actually built to want freedom and control over our own actions. Think about it: deep inside, a part of your brain just wants to make its own choices and express who you are. This basic human need for independence hits a brick wall when someone tries to control your every move. Micromanagement often comes from a leader's own worries, and it completely goes against how our brains are wired. When you're constantly told what to do and how to do it, it doesn't just annoy you; it makes you feel less powerful and more stressed. This isn't just about feeling good; it's about how our brains work best. Forcing people into a tiny box doesn't help them do their best work; it actually makes them feel trapped and anxious.
My Philosophy on Trust: A Foundation for Leadership
As a leader of teams, I believe a clear philosophy on trust is paramount. For me, it's simple: I trust you until you prove to me you're untrustworthy. I don't believe in making someone earn my trust from scratch; rather, I extend it as a default. This approach has served me well, fostering an environment where team members feel respected and empowered from day one. Building and maintaining trust is a continuous commitment, but the initial leap of faith, coupled with clear boundaries, creates a powerful foundation for team success.
So, What Do You Do When a Leader Doesn’t Trust?
The honest answer often feels bleak: you find a different team, a different company, or hope the leader moves on. A leader who doesn’t grasp the profound value of trusting their team is unlikely to change, unless the organization intervenes or they commit to serious self-reflection and professional guidance (aka a good therapist).
