Direction

We will have a strong sense of where we are going and why we are doing what we are doing.

Opportunity

I'll do my best to provide an environment for success. That could be tools, processes, removing obstacles, building bridges with other people or teams, support, encouragement, challenges or even fun.

If something is in your way, let me know. You might have cleared it, but we will work on it together.

Trust

I start with complete trust. I build trust easily with those who dream big, skew toward optimism, and who manage to translate that optimism into actionable plans.

It's hard to break my trust, but it can be broken.

If I hear about a big problem involving you from someone else, I will assume either:

  1. You are oblivious to the issue, or
  2. You didn't want me to know.

Both of these will erode my trust.

I lose trust in people who repeatedly fail to honour their commitments to do [a thing] by [a date].

I lose trust in problem-mongers who relish surfacing problems without working towards solutions.

<aside> <img src="/icons/chat-user_green.svg" alt="/icons/chat-user_green.svg" width="40px" /> Caveat

We all come across problems or challenges and benefit from talking it through and getting it off our chest. I know I do. That's cool, and I will listen and help. But once it's done, let's move on. Let's solve that problem rather than letting it fester or bringing it up time after time.

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Whilst experimentation and research are great, I lose trust in people who go off in the wrong direction without good reason or who obscure their actions. I value transparency.

If you give me critical feedback about a colleague and have not yet delivered the message directly to that person, I suggest you do that first. I will ask, "What did that person say when you gave them this feedback?" cannot work with anecdotal evidence.

I am happy to help you work through the best way to share feedback, but I have little tolerance for office politics and espousing a culture where people complain about their colleagues behind their backs.

If I observe you frequently saying things that you'd be embarrassed to have someone else overhear, it will erode my trust in you.

I have a low tolerance for drama, unprofessional behaviour, or disrespect among senior members of the team.