Hi, I'm Sarah Ellis and I'm Helen Tupper and this is the squiggly careers podcast where every week we talk about a different topic to do with work and share some ideas for action and some tools to try out that we hope will help you and to be honest us to navigate our squiggly career with that bit more confidence, clarity and control.

And a quick reminder before we get started on today's topic, that you can always sign up for pod mail

so that you never miss out on our latest episodes or resources.

We send out a weekly email. It comes out first thing on a Tuesday.

It has our pod sheet that you can download. It's good for reflection taking action.

It has the pod notes, which are a good, swipable summary, useful to share with teams and any other

resources that we think might be helpful connected to the topic of the week. The link for that is in

the description. And if you ever can't find it, you can just email us Helen and Sarah at

squiggly careers.com. And this week we're talking about high trust teams.

So back in 2020, which does feel like a lifetime ago now, I had a brilliant conversation with

Amy Edmondson. And Amy Eminson is a researcher and a professor who's really pioneered this

idea of psychological safety.

And that's episode 151.

So some of you might already know quite a lot about psychological safety.

Maybe it's even something you talk about in your organisations or through the work that you do.

And so today we wanted to really talk about this idea of high trust,

which is sort of connected to, but not exactly the same

as psychological safety, and also reflects a little bit on how the last two years might have

impacted the trust that we have across our teams and some really practical ideas for action

about how we can continue to create trust, because it's one of those things that you have

to continually commit to.

It doesn't sort of just happen and then we've ticked the box unfortunately.

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