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What you need to know about Trust in Teams

Course Type:
1 hour
CPD Hours:
1 hours
Course contact:

Wednesday 1 August 2018
12:00PM- 1:00PM

*Please note, online registrations close 24 hours prior to the webinar commencing

In the ever changing and turbulent times of the financial services industry, team engagement and performance is of the utmost importance. It has been well researched and documented that feelings of trust amongst team members is a strong predictor of teams’ overall performance.

In this webinar, we look at the effect that distrust in teams has on the wider workplace and what we can do to reduce this effect. We will also discuss Google’s ‘Project Aristotle,’ psychological safety, and what these findings mean for high performing teams.  

PRESENTER: Melinda Fell, Managing Director- Melinda Fell Consulting

During years of specialising in recruitment for C-level placements to the financial services sector, I developed an interest in the people I was working with. It grew over time as I saw too many burnt out, stressed executives, people whose interest in their organisation was decreasing as their work life balance was deteriorating. For me, it was a growing awareness that became a wake-up call.

Wanting to find out more, I investigated the phenomenon and discovered the emerging field of personal coaching.

I've always been intensely curious about how people tick and what drives human behaviour, especially as I saw it in workplaces. I began to realise that as many large organisations focussed on their KPI's, which often included mid-tier and other employee satisfaction ratings, the welfare of top executives was often sidelined.

On an individual level, people often don’t realise the pressures of their work environment and the effect they can be having on their performance and the productivity of others. From motivation to communication, one person’s workplace behaviour can have a ripple effect, not only flowing to their colleagues and others around them, but also through to their home and social lives.

The executives I saw faced multiple issues, from disruption and change management to dealing with conflict and poor job fit; from bad company cultures to poorly handled restructures, resulting in derailment or a lack of purpose.