Citing Brené Brown, the speaker argues that trust isn't earned by "saving the day" on a schedule or feature. Instead, it is forged through small, daily actions like asking questions, learning each other's tools, and demonstrating genuine interest in each other's work.

Trust isn't just an emotion; it can be built methodically. First, use repeated exposure to move from being a stranger to a known entity. Second, before making a key point, establish a baseline of shared values to create an environment of agreement.

True team cohesion comes from embracing shared struggles and past failures, which Coach Brian White calls "championship tissue." Leaders must be authentic and willing to reveal their own "scars" to create an environment where people feel safe enough to be real and build genuine intimacy.

While workplace respect is essential, a culture of extreme political correctness can be counterproductive. It can make leaders hesitant to share candid opinions for fear of causing offense. This self-censorship kills the authentic dialogue and diversity of thought required to build a foundation of genuine trust.

The strength of a team's trust isn't defined by avoiding mistakes, but by a leader's willingness to go back, take responsibility, and "repair" after a conflict. This builds more security than striving for perfect, error-free leadership.

Behaviors established in the very first meeting—like where people sit, who speaks first, and how much they contribute—tend to become permanent norms. This makes the initial formation period a critical, high-leverage opportunity to intentionally shape a group's culture for success, rather than letting it form by accident.

Consultant Amy Lenker declines engagements on stress if a company isn't willing to work on trust first. She argues that without a foundation of psychological safety, any attempts to address stress are futile and won't be successful.

Coach Brian White argues that the inner sanctum where a team builds trust and celebrates must be protected. Compromising this space for clients or stakeholders, as in his Rose Bowl example, erodes the culture you're trying to build by cheapening the team's earned sweat equity.

Counter to conventional wisdom, Vaynerchuk advises leaders to give trust freely from the start. This approach, rooted in self-esteem rather than fear, fosters kindness and psychological safety. People should have to earn their way *out* of your trust, not into it.