I realize my past habit of reacting defensively to bad news has created a culture of fear where my leadership team hides red scorecard metrics until they become emergencies. How do I use the principles of building safety and shared vulnerability to rebuild trust?

Question

Tyler Smith · Accepted Answer

If your team is hiding red metrics on the scorecard, they are engaging in self-protection because you have created an unsafe environment. When leaders feel that admitting a problem will result in blame or anger, they will hide the truth until it becomes a catastrophe.

To rebuild trust, you must actively practice shared vulnerability and build safety, as outlined in Daniel Coyle's research on successful cultures. The shift must start with you.

At your next Level 10 Meeting™, own your past behavior. Apologize to the team directly for reacting defensively in the past and acknowledge that your reactions have made it difficult for them to be honest. This acts as a massive signal of safety.

Next, redefine what a red metric means. A red metric on your scorecard is not a failure of the person owning it; it is simply an early warning indicator for the business.

When a metric turns red, your reaction must change from "Who messed this up?" to "What is the obstacle, and how do we solve it?"

During the IDS® session, praise the leader who brings a red metric or a hard issue to the table. Thank them for their transparency.

By consistently rewarding honesty and focusing the team's energy on collaborative problem-solving rather than personal defense, you will eliminate the cover-up culture and build a highly transparent, high-execution leadership team.