Leadership Detectives
Leadership Detectives
Trust: The Hidden Force Behind Great Teams
What happens when leaders can't let go? In this eye-opening exploration of trust in leadership, Albert Joseph and Neil Thubron tackle one of the most fundamental yet challenging aspects of leading teams effectively.
We dive deep into the struggle many leaders face: trusting their team to perform without constant supervision. Whether you're an entrepreneur who's grown a business from the ground up or a corporate leader responsible for large teams, the ability to trust your people fundamentally shapes your effectiveness and your team's performance.
Drawing from both personal experiences and research, we unpack the remarkable benefits of high-trust environments – from 50% higher productivity to 74% less stress according to Harvard Business studies. But how do you build this environment when letting go feels so risky?
Albert shares a powerful story about realizing his hands-on management style was actually sending the message that he didn't trust his team's capabilities. "I thought I was helping, but I was actually interfering," he reveals, highlighting how even well-intentioned leaders can undermine trust without realizing it.
The episode offers practical approaches for leaders struggling with delegation, including a four-pillar framework for assessing team readiness and establishing management systems that allow you to step back while staying informed. We also tackle the delicate balance between creating a "fail-fast" learning environment versus allowing underperformance.
For leaders seeking to transform their effectiveness and their team's potential, this conversation provides both the inspiration and practical tools to build organizations where trust flourishes. As Neil demonstrates through his own business experience, when you finally trust your team enough to truly let go, they often exceed your expectations in ways you never imagined possible.
Welcome to the Leadership Detectives with Albert Joseph and Neil Thubron. This is the go-to podcast for uncovering clues about great leadership. If you are a leader today, or an aspiring leader, this podcast is a must for you. Welcome to another episode of the Leadership Detectives with Albert and Neil, your sleuths looking for clues of great leadership. How are you today, mate?
Speaker 2:Yeah, good, good afternoon mate. Yeah, I'm good, I'm good.
Speaker 1:Fantastic Good, and we've got a very interesting topic to talk about today and we'll just jump straight in. I think so the topic today is trust. Jump straight in, I think. So the topic today is trust. How do you trust, or how do you get a feeling that you can trust, your team, your employees, to get on and do the job without you having to micromanage them, interfere with them, step in and do it for them? So that's point one.
Speaker 1:The second one is how do you develop an environment of trust where your team trust you and actually, and maybe, how do you develop an environment of trust where they all trust each other and people aren't trying to stab each other in the back and climb over each other? So trust is a big topic and we'll cover what we can in 30 minutes, uh, on this conversation. Yeah, sounds good, so let's. Should we start with the first one? Uh, albert, so how do? What advice would we have for leaders to enable them to create this environment, this process, structure, whatever it is, where they feel like they can trust their team.
Speaker 2:So I guess it's going to start with the leader, right? I think we'll start off by saying can they? Can they? If they trust the leader, they'll trust the team. So let's look at the team environment. I guess it's about the culture you set up. I guess it's about the openness you create. Um, I guess it's because that's valued in terms of people being open, authentic. Let's say we start with a safe space. That's probably got to be where this starts, right, if they know they're working in a safe space, if they know they're free to say what they think openly with respect, by the way, got to be careful. Sometimes people say what they think and it can be hurtful to others, right. But if they feel that they're in an environment where they can say what they think openly, it's accepted well, it's taken on board and it's to move the work forward and the team forward. I think that's where it starts. You've got to feel the environment you're working in is a safe space.
Speaker 1:Okay, so you're talking about the team and how they trust the leader.
Speaker 2:Well, no, or the environment, or their colleagues as well. Right, If that environment they work within means that they could be in a meeting or they could be in a workshop or they could be in a discussion, but it wasn't a safe environment around with their colleagues around with them. It's not going to be as productive as it could be all right.
Speaker 1:So safe environment. And it's interesting actually the I show a video regularly at leadership workshops which is a video that describes project aristotle, which was a google uh program to look at what makes great leaders, not, no, what makes great teams. And what they found was that to create a great team, there were two things that were needed. But to create that environment, that trust, etc. The first one was equal turn-taking in being able to talk, contribute, so everybody felt like they could add value and could be heard, so it's not someone's got the loudest voice. And the second thing was they called it ostentatious listening, but basically listening, listening, really listening, not listening, waiting to say the next thing. So that was so I guess that's a. There's some clues there about how to create an environment, but but how else do you think you could create a set that safe environment?
Speaker 2:it's quite interesting actually because hopefully, when this one goes out we've already shared the episode you and I did about toxic leaders, because some of this is the is a converse of that right, creating an environment where people feel that they get rewarded for the contribution that they make, feeling that they'd be equally recognised against their colleagues for the contribution that they've made. So again, I think it comes back to that environment and feeling well treated. I think you know. So what is the definition of trust? What is the definition of trust?
Speaker 1:I don't know, actually I haven't looked it up. Don't know, actually I haven't looked, I haven't looked it up to to define it um, I haven't.
Speaker 2:I'd kind of go along the lines if it's probably somebody feeling like I don't know that, that my relationship with you is respected, that it's got integrity, um, I would think that's probably what it'd be interesting for us to look at, that definition, right yeah, yeah, yeah, no, I guess you know when you, if you trust your colleagues, that means you can say something to them and you know that it's not going to be used against you.
Speaker 1:If you trust your boss, you can share something with them and they, you know it's not going to be used against you as well. Yeah, um, so I guess it means that's what it means in the workplace. The. The piece that I kind of come across very regularly with reasonably senior leaders in corporates and with people who own their own business is they don't trust their team enough to be able to let go. So that's trust in a different context. That's not trust in betrayal, it's trust in confidence, skills, motivation, yeah, the confidence that they can do it without close management yeah, yeah and I don't know whether you've got any tips for leaders who struggle with that level of trust.
Speaker 2:Do you know what? What? One of the pieces of advice I'd have is you've just got to let go. You've just got to try it right. You, you've got to believe. Look, if you've got the right people in the jobs. You've got those people in those jobs because you believe they're the ones that can do what's needed of them. If you don't believe that they're the right ones to be in those jobs, then put the right people in the jobs, right yeah, that, and that's typically a a challenge, because I guess there are.
Speaker 1:There are four pillars that I I kind of always challenge people on when they're looking at their team and they won't delegate to them because they don't trust them. The first one is, you know, have they got the right skills? So have you given them the right skills? Have you enabled them to do the job you want them to do? Have they got the right capability? So, have they got the? You know, are they the right person to do that? So can you, if you want someone to sell? Have they got the capability to sell, or are they better at delivery? The third one is have they got the process that's needed and you're comfortable that they can execute on that process because they've got the right skills and capability? And then, have they got the right motivation?
Speaker 2:Those are the four areas I kind of look at, uh yeah, we're gonna, we're gonna come back to an episode that you and I did around extreme ownership. Right, because if they haven't got any of those things, it does come back to the leader, by the way yeah, yeah, yeah, yeah, yes, it yes because it does.
Speaker 2:Yeah, because the process, especially in small business, the process comes from the leader building up the business and it not just relying on people yeah it's built around a process um and if somebody's motivation isn't right, then what role have we played as leaders to get their motivation to a point that is correct, right?
Speaker 1:yeah, or get their the structure right, the package right and if they've got the right skills and capability, that helps with motivation as well, because no one wants to be out of their depth yeah, um, and the other thing I said you know I find with especially leaders that run their own businesses because something goes wrong, they lose customers, it costs them money, that hits cash flow, that hits their profits is they need a management system so that they know what's going on and they can check in, you know the cadence that you have with your team so that you can check that your leaders are doing what you wanted them to do and that you've got measures in place to know the process is working. Yeah, I think if you've got those that in place and you and you are um reviewing people regularly, yeah, then you, you know people, um, you know what they're doing and how they're doing it so that's an interesting point right now about are you reviewing people, are you spending time with them, right?
Speaker 2:yeah, um, it's incumbent on us as leaders to make sure we've put in a structure around, whether it's a weekly one-to-one or whether it's an open door policy or whatever it is. You know you talked about the listening piece. It's the whole communication piece, right? Is there the open communication? I guess we're steering into where with the leader?
Speaker 1:you know about the leader's attributes and behaviors around trust are really important, but but again, creating that right environment for open communication in the team, not just the listening, but, yeah, being able to say what they think, right yeah, because if you delegate down and you give someone a task to do, and they've got the skills, they've got the capability, they've got the process, the motivation, and you let them get on with it, um, but let's say they get stuck or they don't know. There has to be that open communication, that level of trust that they can come to you and ask you and you're not going to judge them for asking you, yeah, or think any less of them for us. In fact, you're going to think more of them because they put their hand up and ask well, let's say they execute and they get it wrong or they fail failure, right.
Speaker 2:So there needs to be some trust in that. That if they fail or they don't get the outcome that everybody was looking for, that they're not going to be some trust in that. That if they fail or they don't get the outcome that everybody was looking for, that they're not going to be chastised for that. And I'm not saying create an environment where you expect people to be less than credible in their role, but you do need an environment where they feel that if things don't go completely to plan, they don't get hauled over the coals for it. Right. And we do treat it as a learning experience, right. And it's a delicate balance as a leader, right, between saying it's going to be a learning experience or I let you get away with not doing your job properly yeah, it's absolutely and and what's?
Speaker 1:and how do you minimize the impact of someone failing um, so that you know you, I don't know. You catch it early, before you lose a customer or before it starts costing you money? Yeah, and I think that comes back down to the management system, the review process, to make sure you're measuring the right things.
Speaker 2:Yeah, you know what do they say in projects? Right, in projects they say fail fast. Right, fail fast. Find out what doesn't work quickly, then work on to the next thing that you hope does work or that you expect can work, because you planned in, you factored in what you learned from the first thing that didn't work. Right, yeah, it's, it's. It's not difficult, right, but it does take a bit of confidence and it does take about a bit of willingness to accept that things don't always go to plan.
Speaker 1:And courage. Actually, it's interesting Reid Hoffman, who set up LinkedIn, he, he used to set his leaders a an objective to fail 20% of the things they started. Yeah, and if they didn't, they would get a lower annual score and annual bonus than if they managed to achieve their 20%. Yeah, and that's a real. I don't know whether I could do that. To be honest, if it's my cash I'm running a business your reputation, your livelihood is on the line and then you're encouraging people to fail. I think that takes some big. That takes a lot of courage.
Speaker 2:Yeah, I heard what you said. Yeah, yeah, but Stephen Butler, by the way, is the same, right. Yeah, yeah, openly recently. Right, yeah, yeah, he's commented openly recently. Right, that's the environment he's set up in his business where he wants people. I mean we're not saying fail to screw things up, we're saying fail to learn. By failing, you learn right? Sorry, I don't mean fail to learn, I mean fail and learn from it, right?
Speaker 1:So, yeah, I think it's an interesting sell and I think there's an interesting comment you made at the beginning of this is about have you got the right people in the job? Yeah, and again, this is what I find with the small business owners actually and I can think of several in corporate life as well where they are covering for the weakness of their team below them, and that's one of two reasons. So, in kind of the corporate world, what I see is just people have been there a long time and the business has moved on and some of their employees haven't, and they're covering for that gap. And then in the smaller businesses, it's people have grown with the business, but now the role they're in is bigger than they are. Yeah, but because they've grown with the business, the owner doesn't want to move them on or let them go or bring someone in above them. Yeah, true, and that creates some of the trust issues because they haven't got the right people in the rocks yeah, yeah, and I agree, I'm just thinking.
Speaker 2:Actually, we dive straight into the what right? I've got a couple of why's here, yeah, yeah, I've got a couple of why's. Why is it important for having the right environment? And and having a trusting environment, right? I took this from uh, there's a harvard business study, right. Yeah, having a trusting environment right. I took this from a. There's a Harvard business study, right? Yeah, just a couple of points, right. Companies with a high trust environment 74% less stress, right. 106% more energy at work Really Right. 50% higher productivity, 13% fewer sick days, 76% more engagement, 26% more satisfaction with their lives not just with their job, with their lives and 40% less burnout. Now, I don't know whether we believe all of those that the harvard study, right, but you listen to all of those things across productivity, well-being, enjoyment.
Speaker 1:I mean, there's just some reasons to have a trusting environment, right yeah, and that's not just for your employees, that's also for you, you as a leader, and yeah, and for your leadership team and and the thing is about that environment, right, it's everybody's responsibility to create that environment, right?
Speaker 2:why are we on the topic of? You know, the team and the and the environment, but it is the leader's job to be the catalyst for that right. You've got to be the catalyst. I'm not saying you're going to have to be the ultimate owner and you're totally accountable on your own, but you have to be the catalyst to create that attention.
Speaker 1:The question just pops into my head because you know that stress, productivity, enjoyment, really important and interesting stats actually, because what would it mean if you did improve it by that? Yeah, how do you know what level of trust you have in your organization or in your know, what level of trust you have in your organization or in your, your team or in your business today? How do you gauge that?
Speaker 2:I think. I think it's just got to be open dialogue. I think, I think a combination between open conversation in an open forum as a team and you and I did that all the time. Right, we're dead happy getting people in the room. I remember once I had a situation where I was working probably harder than I should have done. I was the first car in the car park. I was the last car out the car park and I was struggling and I was struggling to get some of the KPIs to move forward on the business.
Speaker 2:And I remember getting the guys in the room and I think you were one of the guys in the room. I remember getting the guys in the room and said guys, I've got a problem here and I'm struggling with this and I don't quite understand why. And one of the guys, um, he actually said you know, you always tell us this story about. This is a big ship and we've got to turn the ship and you're up on the bridge and stuff. And I went yeah, he said you're not up on the bridge. He said you're down in the engine room, you're down in the galley and when you get in the engine room, not only you want to know what, what, how things are going. You want to know what oil we're using and you want to know where we bought the oil from.
Speaker 2:And you and I suddenly realized I'd got myself into a place where the team believed I didn't trust them to do their job. I thought I was doing good because I was getting involved in the detail and trying to support the team, but it was coming across to the team that I didn't trust them as being capable to do their job. And it turned that day. That day for me when, oh my gosh, I didn't realize I was over managing. I thought I was helping, but I was actually interfering and creating this and this less trusting environment, which was not my intention, not my intention at all yeah, and that's so.
Speaker 1:So how did you shift that? How did you change that?
Speaker 2:I stopped get. I got out the engine room right get out the engine room. There's people in the engine room running it, they know what they're doing and I create an environment that said you come and tell me if you need my help and you need my advice so.
Speaker 2:So how do you know they know what they're doing well, I have to believe that the metrics of the business performing are coming in the way they should be, because if they're not, then you have that conversation with the team that says the business is not performing I think that's the key is, the more objective that you make your business, the more that it is process measures, kpis, management system.
Speaker 1:So you've got a dashboard. You can see what's happened. The more it is run like whatever it is um, the more you're going to feel more comfortable to be able to let go. Yeah, because you're not releasing it to people. You're releasing it to process. Yeah, now the people obviously need to run the process and need to be capable and trained and all that sort of stuff. But um, and then it comes down to some of the other things on leadership we've talked about. But for you to be able to trust them, for them to feel trusted, having a system that you know what's going on, they know what's going that you know, they know that, you know that that probably is what's needed to create that.
Speaker 2:Interesting and just thinking about that example, neilil, like there's a good example of I don't think that I was an overbearing leader. I didn't believe I was an overbearing leader in that role, right, so I didn't even realize I was doing it. So you've got to ask the team for feedback on how things are going. You've got to request, request that feedback. Don't believe that someone's going to be comfortable knocking on your door or sending you an email or having a coffee with you and telling you you need to request that feedback. Give people the opportunity, create the opportunity for them to give you that feedback on the business and on yourself.
Speaker 1:It's interesting. Actually I was just thinking of a couple of examples. So you know I was working with a leader recently. Um guy ran ran his own business.
Speaker 1:Md um wanted to allow his leaders to to take more ownership of the business. Um, so the intention was there, but actually didn't really want to let go, and so um became more of a. Instead of letting directors direct, it was more treating them like you know the situational leadership model the s1, s2, s3, s4. Yeah, yeah, he was treating directors like s1s rather than s4s. Yeah, so, as for those that don't know, the situational leadership model and s1 is is more of a junior role that you give them very clear instructions, you tell them how to do the job, you tell them that you want to know when they've done the job, and an s4 is more, you delegate and empower and let them get on with it. And, uh, if you treat an s4 person in an s1 style, you're going to make them very unhappy. Yeah, um, so they're going to be yeah, they're going to be pretty unmotivated because they're not using their skills.
Speaker 2:So, um, so the leader's going to want to trust and let go, yeah, and sorry to go over, neil, and if you, and if you treat an s1 in an s4 style, they're not going to have the support structure they need to cope.
Speaker 1:Oh no they get overwhelmed. I see that a lot too. I see that we're especially with newish uh leaders that have come up, um, business owners that have come up and then they've just said, right, I've hired an operations manager, now you own operations, yeah, okay, but what's in your head? They don't know. So you've got to share with them what's in your head about that role, that perspective, delegation, and how you want them to, what good looks like and how you're going to measure them.
Speaker 2:Just come back to that example of yours right. Why did that leader have that intention? Why did they want to have a situation where they were more?
Speaker 1:Because they enjoyed it.
Speaker 2:Okay.
Speaker 1:They enjoyed it. And I think there's an element of control, having control over everything you know, knowing what's going on, and that's where you know. I think it's almost maturing. As a leader, you've got to be uncomfortable with being uncomfortable, sorry, you've got to be comfortable with being uncomfortable, yeah, yeah, because you won't know everything that's going on in your business and there might be some things going wrong, but that's okay so long as the processes and stuff capture it and it doesn't get too bad before you find out about it.
Speaker 1:And I was also just reflecting on the Army as well. I'm involved with the Army Cadets now, which is run very much like the Army, and when I was in the Army Reserves. There is a lot of trust. You get given a set of orders and you are trusted to get on and do it and you're left alone to get on and do it. And if you need help, they're very happy. You put your hand up and say I need some help here, but as an officer, platoon commander, a company commander, you're given a set of orders and you're just trusted to get on with it.
Speaker 1:Yeah, and then you're measured on how you've done or if you've had to change it. So, and that's an environment where you would expect more autocratic leadership. Yeah, yeah, true leadership. Yeah, yeah, true. Um, so what other tips have we got around creating an environment of trust where I guess I'm thinking of another business now where it's a small business, where the it feels like people go to the boss and tell them what they're doing, or tell them what their colleagues are not doing.
Speaker 2:So how do you?
Speaker 1:address that kind of environment, that kind of where there's blame backbiting.
Speaker 2:I don't know, I think. I think you've got to have a level of transparency right. You've got a level of transparency. I mean it comes a level of transparency right. You've got to have a level of transparency. I mean it comes back to this authenticity, right. So if you're going to be authentic as a leader, you probably expect your people to be authentic and to be reasonable in the way that they work with their colleagues. So if somebody's coming to you about a colleague, are they coming to you about a situation that's not right or are they coming to you with a personal moan about an individual? And as a leader, you are going to have to deal with some of that. I know leaders that would love to throw people out of the office and go look, that's not my problem, go fix it. But sorry, you do have a role as a leader to be able to address that. But I think it's getting to the bottom of what's their real concern.
Speaker 1:And I guess also what you allow to happen. Because if you allow, an employee to come to you and moan about another employee and that creates an environment where it's okay to come and and because that's what we do here, right, yeah, yeah, because that's. And whereas, actually, if they come about someone and then you go, okay, let's get them in, yeah, and let's have a conversation as a threesome about that issue you've just raised. Yeah, they won't do it too often no, exactly, exactly yeah.
Speaker 2:But that comes back to one of your strengths, neil, which is about coaching right and coaching them how to deal with that kind of situation.
Speaker 1:Yeah, I suppose that's true. That's a leadership coach as a coach in that environment, but not allowing that someone to come to you and bitch, yeah, have you ever been in an environment where there was a lack of trust or where you felt you weren't trusted?
Speaker 2:yeah, I mean, you know coming. We're talking to leaders here, right, and I can guarantee, I can tell you that I had a leader, that, who I didn't have any trust in. I didn't trust him to be authentic with me. I didn't trust him to be representing with me. I didn't trust him to be representing my case and as I was coming through the ranks, promotion was important to me, pay rises were important to me, so your boss has to represent you for that.
Speaker 2:I didn't have that belief. I didn't have that trust. I didn't have to trust that if I did something that was a great contribution by our team, that the team would be rewarded for it. Right, you know, my belief was that the boss would be quite happy taking that glory for themselves and not recognise the people that did it. Right, I think it's difficult, but you have to rise above it, right? And I did end up having to confront it. I mean, I did confront it and say it doesn't work for work for me, right, I don't feel that the relationship's got trust.
Speaker 2:I don't believe it's got integrity. I believe there's um, you know, it's not something I can feel comfortable with. I go home every night not knowing what's going to happen the next day. Um, consistency is another thing. Right, was that leader consistent? No, yeah, and cold. They were hot and cold. I don't know what's going to happen today. Right, you know piece of advice for our audience here You've got to be consistent. For your team, you've got to be consistent. They've got to know what to expect. We all have good days and bad days. So that consistency can, can, can.
Speaker 1:Yeah, because I guess consistency of direction, consistency of the way you behave and act to individuals, yeah, it's interesting what you say about that environment. I don't think I've ever worked in an environment where I don't trust a leader. They might not have trusted me, but I don't remember it think it being the other way around. I have, and I guess I've always been one of these people, though, who is very trusting. You know, I've, I'm, I have this view that I trust everyone until I'm proven different, and and there are, I know, there are people I work with who have the opposite approach, which is don't trust anyone until you're proven that you can, and I think, personally, I prefer the one, and I've only been burnt a couple of times, I guess, but not in the work environment anyway.
Speaker 2:I think you have to Neil. I think you have to Neil, I think you have to come from a place of trusting everyone until they give you a reason not to. And when they give you a reason not to, then you need to deal with that right and have the right conversation that deals with that.
Speaker 1:So is there anything else around trust we think we need to share?
Speaker 2:with the audience. I think the only other thing that comes to mind is as a leader, you've probably got visibility and access to situations and information your team may not have true, yeah, yeah I would say be as open and sharing with that as possible.
Speaker 2:You can't share all the confidentiality that you may have as a leader, as a senior member in a team, but if there are things you could share, I think that would generate a level of trust in your team the fact that you're willing to share information with them about company direction or things that are about to happen. Well, if it affects them and if they can play a role, I think that would create the right environment. Right? I mean and it comes back to what you just said there you're a trusting person. It's probably not an accident that around you is a trusting environment because it reflects the way that you're behaving and the way that you're feeling. Right, if you were a suspicious, untrusting person, it'll create that environment.
Speaker 2:So, likewise, if you've got information you could share, you don't want people to always think, well, he's got something back, but he's not quite telling us what's going on. Again, you can't share everything, because there's confidentiality and things that you have as a leader. But if you could share, it also tells people how much you value their confidence and their ability to yeah, to understand it wider, wider context you can't expect people to make the same decisions you might make if they don't have the same information you have exactly do you know?
Speaker 1:I was just thinking about a real situation with my business. You know my events business, where I so last year I went away for two months and two big events happened while I was away. So I had to basically trust the team to deliver these big events, which are very important for us as a business. Very high risk from a safety point of view, because there's a time of year could affect the brand, could be and, and. What I found, actually what I learned, was lots of preparation, lots of briefings. You know what's in my my head, get out of my head, what are the things I normally think about and do, get out and give it to the, the team and the and the leaders, and that was a process that really worked for me and they did an amazing job, better job than, in fact, since then, they've asked me not to go to events because they're much better without me, because I stress and worry and stuff, whereas they just get on with the process.
Speaker 1:Yeah, so actually and that's a real example of how it took me probably 12 years to be able to step away from being an event director or race director um, but when I did it worked.
Speaker 2:It worked, and worked better or differently, because they're different personalities, different experience levels, but and and what did some of those people learn and how do you develop some of those people through that exercise?
Speaker 1:yeah, they've. They've developed and grew into, into those people that they need to be to run the whole events and they loved it. You know, yeah, so and that was a so yeah, it's a great. I hadn't thought about that, but that's a great example of how you I mean it's a small business, but in that environment it's uh, it's a very good example I think that's a good example.
Speaker 2:To finish on, neil, I think that's um, you know really, let me say real live example from somebody who, as you say, 12 years running that business, you had to to do exactly what we're telling people to do here right and and and it proved successful yeah, I'll have to remember that when I'm coaching people.
Speaker 1:Actually, that's a good example, um, but no, listen, so brilliant to catch up on this one today. Uh, and yeah, very important topic and I know it's one that I I see a lot in uh, in entrepreneurs that have grown their business up or are growing their business up, but I also see it in senior leaders in corporate life that are just working too hard and too many hours and not focusing on their job because they don't trust their team, yeah, to get on and do it. So, no, great to catch up on that topic today I hope it resonated with the audience.
Speaker 2:Guys, I hope that was useful for you. There's hopefully some tips in there that will help you think about how you handle situations and and create the most trusting environment in your team and get more productivity and and happiness in people doing their job.
Speaker 1:Yeah, and do let us know, please, comments, feedback, anything, any thoughts or any topics you'd like us to talk about. Please leave feedback. Great Thanks, so much guys.
Speaker 2:Take care All the best. See you again. Take care, yes, bye.
Speaker 3:Thank you for listening to the Leadership Detectives with Neil Thubron and Albert Joseph. Please remember to subscribe, give us your comments and your feedback. Please also visit leadershipdetectivescom for all the episodes and more resources and support.