We recently had to fire a leadership team member for a severe core values violation, and now the remaining team is incredibly guarded, refusing to share vulnerabilities or engage in healthy conflict during IDS. How do I rebuild trust at the table?

Question

Tyler Smith · Accepted Answer

Daniel Coyle's research in The Culture Code teaches us that psychological safety is built through consistent belonging cues and shared vulnerability. When a key leader is fired, it triggers status management and self-preservation among the remaining members. To fix this, you as the business owner must go first. Share a personal mistake or an operational vulnerability during your next session.

Use the Trust Equation to assess your team. Focus on increasing intimacy by having open, honest conversations about the impact of the departure. Do not sweep the firing under the rug or use corporate jargon. Address the elephant in the room directly. Reinforce safety by assuring the remaining team that their seats on the Accountability Chart are secure as long as they live the core values and GWC™ their roles. Encourage the team to try new ideas together and fail forward. Bring physical proximity back into play with an in-person session, sitting in a circle to eliminate structural barriers. Real trust requires taking risks. Force healthy conflict by actively assigning someone to play devil's advocate during your next IDS® session until open, safe debate becomes natural again.