Mm-hmm.

And we're already making those assumptions on how things are gonna be handled, how things are gonna be dealt with, um, how communication is going to go.

And so we're already breaking trust.

We're already breaking communication.

And it...

You really have to work, especially as a leader in an organization, to be able to, one, open up yourself and know how you operate and how you want to be treated, and then amplify that and project that onto the people that are around you so that you can build the trust and the communication.

You want to be able to build a space where you're trusted in a sense that even if you have to give, um, reprimand or if you have to, to criticize someone and critique them on something, they're not gonna immediately shut down, because that's what we're taught to do, right? We get some form of feedback, and we immediately put the guard up, and we're like, "Nope, I'm not hearing that." But if you come at it from a leadership space where you are asking questions, where you are getting to know how someone operates, when you are getting to know how they work as a person, that's gonna then help you build this rapport.

How does judgment impact trust, and what can leaders do to create an environment where people feel seen, heard, valued instead of judged?