1. Read Chapter 7: Commit and Lead, Trust and Succeed ( p. 163).


  2. Consider if you believe your team can succeed—and why. If you already believe, skip to the TRUST section (starting with item #9).
  3. If you don’t yet (fully) believe, write out any reasons you do believe

    or don’t believe, one sentence per reason. Try to be as specific as possible. For example, positive answers could include, “They would need to be ______ to succeed, and they’re definitely that.” More skeptical answers might include, “I’m not sure they have enough good communication skills—I think rifts would occur before long.” Or, “I just don’t think it’s possible to be productive working alone.”

  4. For each reason you don’t believe, write out what would have to happen for you to change your mind on just that point. (Let’s call these possibilities.) Examples include, “If there were a way I could keep tabs on how well they’re interacting, and time passed and everything still seemed okay, then I might believe.” Or, “I might believe they could be productive if I saw that all deadlines were being met.”
  5. For each possibility, consider if there is something you could do to initiate or facilitate that possibility becoming reality. For example, “I could (a) establish a team-wide communications hub that includes a forum for members to express dissatisfaction, and (b) ...

Get Work Together Anywhere now with O’Reilly online learning.

O’Reilly members experience live online training, plus books, videos, and digital content from 200+ publishers.