Recently, I had the opportunity to attend the deactivation ceremony for Marine Fighter Attack Training Squadron 101 in Miramar, CA. I was honored to serve as the commanding officer (CO) of the “Sharpshooters” 17 years ago, where our mission was to transform newly-winged Naval Aviators into combat-capable FA-18 pilots and weapons systems officers. But now that the FA-18 is being replaced by the F-35, the Sharpshooters’ mission is complete.

I must admit, it was an emotional trip. Reconnecting with so many former colleagues brought back such fond memories of our time serving together. And watching the ceremony rekindled the immense pride I had in all of the instructors and maintainers I was privileged to serve alongside who were so dedicated to our mission. To top it all off, the final commanding officer in the Sharpshooters’ 54-year legacy was a student I flew with when I was the CO.

Following the ceremony, I was talking with a former fellow instructor who is now a successful entrepreneur. As we were reflecting on our time together in uniform and comparing our individual transitions to the private sector, something he said about culture resonated with me: “Generally speaking, in the military you learn to trust people unless they prove otherwise. In the private sector, you learn not to trust anyone until they prove they can be trusted.”

In the military, I always trusted that the person next to me had my back. If you can’t say the same thing about your current team, it raises an important question: How do you build a culture of trust so that your team members are naturally inclined to trust each other? It’s a great question, and it’s one of the most common challenges that I work on with executive teams.

In my experience in both the military and the private sector, there are three essential qualities that build trust within a team: character, competence, and composure. Moreover, leadership starts at the top. If you’re a leader who wants your team members to demonstrate these qualities, you have to set the example and model them yourself. In other words, the quality of your culture starts with you.

Character enables team members to trust each other’s intentions

Character is the bedrock of trust. It’s the assurance that your team members’ intentions are genuine and aligned with the organization’s goals. This isn’t just about being honest; it’s also about being consistent. Are your actions in line with your words? Do you follow through on your promises? When team members can confidently answer these questions affirmatively, they begin to trust each other’s intentions. They understand that every member is acting with integrity to work toward a common goal, not personal gain.

Competence enables team members to trust each other’s actions

Competence, the second pillar of trust, is equally crucial. It enables team members to trust each other’s actions. Competence is the confidence in someone’s ability to perform a task or role effectively. It’s about skills, knowledge, and experience. But it’s also about the willingness to learn, adapt, and grow. When team members see evidence of competence – whether it’s a well-executed project, a creative problem-solving approach, or a willingness to take on new challenges – they trust that their colleagues can carry their weight and contribute positively to the team’s success.

Composure enables team members to trust each other’s emotions

Finally, composure enables team members to trust each other’s emotions. In the inevitable highs and lows of any business, maintaining emotional stability is essential. Composure shows that you can handle pressure, make rational decisions, and remain calm in the face of adversity. When team members consistently demonstrate composure, they signal to others that they can be trusted to keep their cool, even when the going gets tough.

Conclusion

How do you foster these traits within your team? The answer is simple, yet profound: set the example. Leaders must embody these qualities themselves before they can expect their teams to do so. They must exhibit character by acting with integrity and transparency, demonstrate competence through their actions and decisions, and maintain composure during challenging times.

Trust isn’t built overnight – it requires consistent effort and commitment from all team members. But when cultivated effectively, it forms the backbone of a high-performing culture. It fosters collaboration, encourages open communication, and drives performance. By focusing on character, competence, and composure, we can build trust within our teams and create a culture that not only performs but excels.

To dive deeper on how to build a high-performing culture of trust, check out The Substance of Leadership: A Practical Framework for Effectively Leading a High-Performing Team. Also, take the five-minute Performance Pressure Test for more insight into how well you’re performing as a leader.