The Science of Trust: How It Shapes High-Performing Teams
Introduction
Trust is the invisible force that determines whether teams thrive or struggle. It affects everything—from communication and collaboration to innovation and resilience.[1] High-performing teams don’t just work together; they trust each other deeply. But what exactly is trust? How does it work at a neurological and psychological level? And how can organizations intentionally build trust to unlock their team’s full potential?
This article explores the science of trust, why it’s essential for high performance, and actionable strategies to cultivate it in your workplace.
The Neuroscience of Trust: Why It Matters
Oxytocin: The Trust Hormone
Trust isn’t just a feeling—it has a biological foundation. Research by neuroeconomist Paul J. Zak shows that when we trust others, our brains release oxytocin, a hormone that enhances bonding, cooperation, and empathy.[2] Oxytocin makes us more likely to collaborate, take risks, and engage in pro-social behavior.
Key findings from Zak’s research[3]:
Teams with high trust levels show 76% more engagement than low-trust teams.
High-trust teams experience 50% more productivity and 40% less burnout.
Trust reduces stress, making employees 74% less likely to experience chronic fatigue at work.
The Amygdala and Fear-Based Work Cultures
On the flip side, low-trust environments activate the amygdala, the brain’s fear center.[4] When employees don’t feel psychologically safe, they enter fight-or-flight mode—resulting in:
Defensive behavior
Risk aversion
Poor communication
A lack of creativity and innovation
In contrast, trust rewires the brain, reducing cortisol (stress hormone) levels and increasing dopamine, which enhances motivation and problem-solving.
The Psychological Foundations of Trust in Teams
Psychological Safety: The Bedrock of Trust
Harvard researcher Amy Edmondson coined the term psychological safety—the belief that one can take risks, make mistakes, and express ideas without fear of embarrassment or punishment.[5]
Psychologically safe teams are:
67% more likely to experiment and innovate.
50% more likely to retain top talent.
More effective in handling conflict and crisis situations.
Key Trust-Building Action:
Leaders should model vulnerability by admitting mistakes and encouraging open dialogue.
Competence + Character: The Two Pillars of Trust
According to Stephen M.R. Covey, trust is built on two dimensions[6]:
Competence – Can I rely on you to do the job well?
Character – Are you honest, ethical, and reliable?
High-performing teams balance these dimensions, ensuring members trust both their skills and their intentions.
Key Trust-Building Action:
Encourage transparency and follow through on commitments to demonstrate both competence and character.
The Reciprocity Loop: How Trust Grows Exponentially
Trust operates in cycles: When leaders extend trust, employees reciprocate, creating a positive feedback loop.
High-trust teams share information freely → leading to better decisions.
They collaborate more openly → resulting in faster problem-solving.
They engage more deeply → increasing motivation and ownership.
Key Trust-Building Action:
Start with small trust-building gestures (e.g., delegating responsibility, offering constructive feedback) to create a reciprocal cycle.
The Business Case for Trust: Why It Drives Performance
Google’s Project Aristotle: The #1 Predictor of Team Success
In a multi-year study, Google’s Project Aristotle[7] analyzed over 180 teams to determine what made them successful. Psychological safety—a key marker of trust—was the strongest predictor of high performance.
High-trust teams:
Outperform low-trust teams across every metric—innovation, execution, and employee satisfaction.
Solve problems 30% faster due to open communication.
Experience 50% lower turnover rates.
Trust Increases Speed and Reduces Costs
Covey calls trust the ultimate efficiency tool:
High trust = Faster decisions & lower costs
Low trust = Bureaucracy, micromanagement & inefficiency
Example: Warren Buffett closed a $23 billion acquisition in 29 days—without due diligence—because of pre-existing trust.
How to Build and Sustain Trust in Teams
1. Foster Transparent Communication
Share the “why” behind decisions to avoid uncertainty.
Set clear expectations and follow through.
Hold open forums for feedback.
2. Create Psychological Safety
Encourage employees to take risks without fear of punishment.
Model vulnerability—leaders should admit mistakes.
Respond to errors with learning, not blame.
3. Strengthen Team Bonds
Build personal connections through storytelling and check-ins.
Encourage peer recognition and appreciation.
Create rituals of connection (e.g., team lunches, shared wins).
4. Give Trust First
Leaders must extend trust before expecting it in return.
Delegate meaningful tasks and avoid micromanagement.
Assume positive intent in workplace interactions.
5. Hold People Accountable—With Fairness
Address performance issues transparently and with respect.
Provide consistent feedback (praise + constructive input).
Ensure consequences are fair and proportionate.
Case Study: Trust in Action
The Netflix Approach
Netflix operates on a high-trust, high-accountability model[8]:
Employees have unlimited vacation—because they’re trusted to manage time responsibly.
Teams work with radical candor, giving direct but respectful feedback.
Managers focus on freedom & responsibility, not micromanagement.
Result?
Netflix consistently ranks among the most innovative companies.
It has low turnover and high engagement.
Conclusion: Trust Is the Ultimate Competitive Advantage
Trust isn’t a soft skill—it’s a hard business strategy.[9] The science is clear: high-trust teams are more engaged, resilient, and high-performing.
Neuroscience proves trust enhances collaboration and innovation.
Psychological research shows trust drives team success.
Business data confirms trust improves retention, efficiency, and profitability.
Your Call to Action: Build Trust Today
As a leader—model transparency, vulnerability, and consistency.
As a team member—extend trust and assume positive intent.
As an organization—prioritize psychological safety and open communication.
The highest-performing teams don’t just work together.
They trust each other—deeply, consistently, and unconditionally.
Is your team ready to build the trust it needs to thrive? Contact us now at contact@sweetinstitute.com
References
[1] Sheng, Chieh-Wen, Yi-Fang Tian, and Ming-Chia Chen. "Relationships among teamwork behavior, trust, perceived team support, and team commitment." Social Behavior and Personality: an international journal 38.10 (2010): 1297-1305.
[2] Zak, Paul J., Robert Kurzban, and William T. Matzner. "Oxytocin is associated with human trustworthiness." Hormones and behavior 48.5 (2005): 522-527.
[3] Zak, Paul J. "The neuroscience of high-trust organizations." Consulting Psychology Journal: Practice and Research 70.1 (2018): 45.
[4] Thomas, Charles. "Fear-Based Motivation in the Workplace: A Domain-Specific Approach to Motivational Congruence." Available at SSRN 5251545 (2025).
[5] Edmondson, Amy C. The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons, 2018.
[6] Covey, Stephen R. Primary greatness: The 12 levers of success. Simon and Schuster, 2015.
[7] Duhigg, Charles. "What Google learned from its quest to build the perfect team." The New York Times Magazine 26.2016 (2016): 2016.
[8] Li, Ruiting, and Shengqi Duan. "Business Model Analysis of Netflix." Advances in Economics, Management and Political Sciences 92 (2024): 285-292.
[9] Sołoducho-Pelc, Letycja. "The importance of trust in the implementation of the strategic management process." International Journal of Contemporary Management 16.4 (2017): 237-261.
