Building Trust as a Product Leader with a Skeptical, Low-Motivated Team: How do you crack the code ?

Let me start with this: there’s no magic formula or one-size-fits-all answer to solving team challenges. Instead, what I’m offering here is a blend—a collection of strategies and lessons drawn from real-world experience. This is a story about trust, energy, motivation, and yes, even budget constraints. Oh, and did I mention? It’s all fuelled by an endless supply of coffee. ☕

Building a high-performance team is challenging, especially when stepping into the role of a product leader for an existing group that is facing skepticism and low motivation. Trust is essential for any successful team, and its absence can hinder growth and progress. When I began my journey with a team that had endured multiple leadership changes, I knew I had to tackle the issue of trust directly. This is my story of how I approached trust-building in a difficult environment and the steps I took to make a difference.

Understanding the Landscape

When I first joined the team, there was a palpable sense of uncertainty in the air. Many of the team members had experienced a series of leadership changes and were understandably hesitant to invest emotionally in yet another product leader. Their skepticism wasn’t just about me—it was shaped by previous leadership shifts that hadn’t brought the promised improvements and, in fact, often led to more disruptions and miscommunications.

On a personal level, I was adjusting to quite a lot. Having just relocated to a new country and started with a new company, I was navigating not just a change in my professional role but also a shift in cultural mindset. In my previous roles, I had worked closely with development and design teams, building strong collaborative relationships. But now, I found myself in a situation where colleagues, even though they were working in the same building, were reluctant to meet in the same room. This left me reflecting on how I could bridge that gap and encourage face-to-face conversations, even if it was just around the coffee machine.

It became clear to me that before jumping into any solutions, I needed to truly understand the root causes of the team’s resistance. Listening became my first step—really hearing from the team members about their past experiences and the sources of their mistrust. Their feedback offered invaluable insights and set the foundation for how we could start moving forward together.

Active Listening

My approach to building trust with the team started with something simple yet effective: scheduling one-on-one meetings with each team member. My goal was clear—I wanted to listen, really listen, without judgment.

At this stage, I wasn’t there to argue about direction or offer feedback; I was simply there to hear their thoughts and experiences. These conversations weren’t about me presenting ideas or solutions, but rather about creating a space where each person could share openly, knowing their voice was heard without any immediate response from me.

During these discussions, I focused on three key areas that I felt were essential to understanding their perspectives:

1. Feelings Towards Leadership Changes: I asked how previous transitions in leadership had affected their work and overall morale. I wanted to understand the emotional impact those changes had and how they influenced their trust in leadership.

2. Personal Motivation: I took time to learn about what inspired them to do their best work and the challenges they faced in staying motivated, especially in the context of a team that had gone through so much uncertainty.

3. Vision for the Future: I sought their input on what they envisioned for the team moving forward. What did they hope for, not just in terms of leadership, but in the direction we were headed as a team?

   
   

At this stage, it was all about active listening—nothing more. I didn’t offer my thoughts, didn’t propose any changes, and didn’t argue about a particular direction. I just listened. This approach allowed me to build rapport and establish a sense of connection. It quickly became clear that many of the team members felt a sense of relief in having the opportunity to speak freely about their past experiences and frustrations. This open dialogue was a crucial step in breaking down walls and fostering the first signs of trust—simply by being present, showing genuine interest, and validating their feelings.

You might wonder how I managed to convince the same people who were reluctant to be in the same meeting room to have a conversation with me. Interestingly, it wasn’t much of an issue. Over time, I realised that the discomfort wasn’t about me personally—it was more about the general setting. The idea of a large team gathering was intimidating for many, and that was the real deterrent, not my presence.

We often fall into the trap of making assumptions, asking ourselves, "Why don’t they want to talk to me? Why don’t they want to meet with me?" We can end up taking it personally, when in reality, it’s rarely about us at all. Sometimes, the factors that hold people back have little to do with us individually and more to do with the situation itself. Recognising this helped me approach the situation with empathy, understanding that the barriers weren’t personal, but part of a broader context.

Building Relationships

Once I had a clear understanding of the team’s concerns, the next step was to focus on building relationships. I recognised that trust thrives in an environment where connections are nurtured, and that only happens when we make the effort to get to know each other on a deeper level, beyond the confines of our professional roles.

To foster this sense of camaraderie, I introduced team-building activities designed to be lighthearted, fun, and engaging. The aim was to break down barriers in a relaxed setting where people could interact in ways that weren’t tied to work tasks. One event that stands out was a cooking class, where the team worked together to prepare a meal. It may sound simple, but this shared experience had a profound impact on how we interacted.

In the kitchen, communication became key as we worked together to chop, sauté, and season. It wasn’t about who held the most senior role or who had the best technical skills; it was about collaborating toward a common goal. We all had to rely on each other, and through this process, we learned how to better communicate, delegate, and support one another—skills that translated back into our daily work.

More importantly, it allowed us to see each other in a different light. Team members who had once been distant colleagues began to view each other not just as people with specific job titles, but as individuals with shared experiences, interests, and aspirations. Through this fun, non-work-related activity, we were able to break down the formalities and realise that we were all in this together. It was a powerful reminder that success isn’t just about meeting targets—it’s about building strong relationships that form the foundation for effective collaboration.

Through this fun, non-work-related activity, we were able to break down the formalities and realise that we were all in this together. It was a powerful reminder that success isn’t just about meeting targets—it’s about building strong relationships that form the foundation for effective collaboration.

Cultivating Open Communication

With relationships beginning to take shape, the next crucial step was to create an atmosphere of open communication. I wanted to ensure that everyone felt comfortable expressing their opinions, ideas, and concerns. To encourage this, we introduced 360-degree feedback within the team, which provided an opportunity for each person to offer constructive feedback on each other’s performance. In addition to our usual retrospectives, we implemented project retrospectives, where we could reflect on specific projects and how we could improve moving forward.

To ensure feedback was meaningful and personalised, I began giving one-on-one feedback to each team member in private sessions, tailored to their needs and progress. I made sure to do this when it was still relevant, ensuring it was timely and constructive.

I also led by example in this process. I shared my own 360-degree feedback form with the team, openly inviting them to share their thoughts and criticisms of my leadership. This wasn’t just about receiving feedback—it was about showing that I was committed to improving, just as much as I wanted to help others improve. By doing so, I demonstrated that we were all part of the same team, and feedback wasn’t just something I gave, but something I actively sought for myself as well.

To further foster a culture of openness, I held weekly team meetings where everyone, especially the quieter members, was encouraged to share their thoughts. I wanted to create a space where everyone felt their voice mattered. One key element I focused on was building a “no-blame” culture, where mistakes weren’t seen as failures but as valuable learning opportunities. This shift in mindset was crucial—it allowed us to talk freely about errors, analyse what went wrong, and figure out how we could do better next time, without fear of judgement.

Over time, feedback became a cornerstone of our process. I regularly asked for input on team activities, workflows, and any aspects that could be improved. By involving everyone in shaping how we worked together, team members felt empowered and valued. This involvement not only helped improve our processes but also reinforced the trust that was growing within the team. It became clear that open communication and a focus on continuous improvement were key to our success, both individually and collectively.

Shared Goals and Accountability

As trust began to solidify through stronger relationships and open communication, I shifted my focus to aligning the team around our shared goals. To sustain the progress we were making, I organised a workshop where we came together as a product group to collaboratively discuss and align on our objectives.

This workshop wasn’t just about setting targets—it was about fostering ownership and alignment. By involving everyone in the goal-setting process, we transformed how team members viewed their roles. The collaborative approach made it clear that each individual’s input was valued and that our success relied on collective effort. During the session, we worked together to create a clear roadmap, outlining key objectives, individual responsibilities, and realistic deadlines.

One tangible outcome was a team-wide goal to improve project delivery time by 20% over the next quarter. This concrete target energised the team, providing a shared purpose that gave direction to our daily efforts. It wasn’t just about improving metrics; it was about proving to ourselves that we could overcome challenges by working together.

With a clear roadmap and well-defined roles, the team developed a strong sense of shared accountability. Each member understood how their contributions fit into the bigger picture, creating a sense of responsibility for our collective success. This shared commitment didn’t just boost motivation—it strengthened the team’s cohesion, making it clear that we were all working towards the same outcomes, and that every effort mattered.

Regular Check-Ins and Recognition

As our journey continued, I introduced regular check-ins to evaluate how we were performing as a team. These sessions became a cornerstone of our process, providing a structured yet open forum to reflect on our progress, address challenges, and celebrate achievements. They were not just about metrics but about creating moments to appreciate the strides we were making together.

One key aspect of these check-ins was publicly recognising individual contributions. I made it a priority to highlight and celebrate the efforts of team members, ensuring everyone felt valued and appreciated for their hard work. This wasn’t just about boosting morale—it was about reinforcing the importance of each person’s role in our shared success.

To help us stay on track, we developed a simple yet effective “traffic light” system. This visual tool allowed us to quickly identify when things were going off course. If something was flagged as “yellow” or “red,” it signalled the need for immediate attention, enabling us to address potential issues before they escalated into larger problems. This proactive approach gave the team confidence that we could handle challenges together without being blindsided.

Recognising the power of peer validation, I also encouraged peer-to-peer recognition. This wasn’t just about leaders acknowledging contributions; it was about fostering a culture where appreciation flowed freely within the team. I set up informal moments during our check-ins where colleagues could openly acknowledge and thank each other for their support, creativity, or hard work.

This collective culture of recognition had a profound effect. It lifted team morale, strengthened relationships, and underscored the fact that every contribution—no matter how big or small—was crucial to our success. By embedding appreciation into our routine, we created an environment where everyone felt seen, valued, and motivated to do their best.

Navigating the Risks

Building trust in an environment filled with scepticism is not without its challenges. Some team members may resist change, unsure of the benefits, while others may see vulnerability as a potential weakness rather than a strength. Navigating this landscape required a thoughtful, deliberate approach.

To address these challenges, I prioritised transparency and consistency in every action I took. I knew that trust isn’t built on words alone—it must be reinforced through follow-through. When issues or concerns arose, I didn’t shy away from them. Instead, I actively invited the team to engage in discussions to unpack and address these difficulties. By doing so, I demonstrated that their input mattered and that we were all in this together, navigating the challenges as a collective.

I also set realistic expectations from the outset, emphasising that trust-building is a process, not an overnight transformation. I acknowledged that some initiatives might not yield immediate results, but I committed to staying the course. By framing trust-building as a long-term investment, I encouraged the team to be patient and to focus on incremental progress rather than instant fixes.

Managing expectations was key to avoiding potential frustration. I made it a point to communicate openly about both successes and setbacks. This transparency helped minimise misunderstandings that could have derailed our progress. It also reinforced the idea that trust wasn’t just about achieving outcomes—it was about how we approached challenges together, with honesty, mutual respect, and a shared commitment to improving.

This journey required significant patience and persistence. I often found myself reiterating past recommendations and revisiting key ideas to ensure they truly resonated with the team. It took time for everyone to fully internalise the understanding that this was not a quick win but a long-term investment. It was an investment in ourselves, the strength of our team, and ultimately, the success of the product we were building together.

What Happens When It Fails

Despite our best efforts, there are times when trust doesn’t take root, or individuals remain resistant to change. Such situations require careful reassessment and a willingness to adapt strategies to meet the underlying challenges.

I recognised early on that not everyone might feel comfortable or aligned with the new culture I was working to foster. To address this, I prioritised one-on-one conversations to better understand their perspectives. These discussions were invaluable for uncovering reservations, fears, or past experiences that may have shaped their resistance. By actively listening and demonstrating empathy, I sought to create an environment where their concerns could be voiced without judgement.

When a significant breakdown of trust occurred, I learned the value of approaching the situation with humility. Rather than becoming defensive or assigning blame, I took responsibility for my role in the miscommunication or misstep. In cases where an apology was warranted, I offered it sincerely, reinforcing that my aim was not to avoid accountability but to rebuild bridges. Leave the EGO out of the equation.

This process often included inviting the team to collaborate on finding solutions. By involving everyone in the resolution, I showed that I valued their input and that we could navigate challenges together. Interestingly, moments of vulnerability—where I openly acknowledged my own mistakes or limitations—sometimes deepened trust more effectively than seamless execution ever could. These instances demonstrated that leadership is not about being infallible but about being genuine, approachable, and committed to growth.

While not every effort will yield the desired outcome, I’ve found that setbacks can still lead to valuable insights. Trust-building is an ongoing journey, and even when progress feels slow or difficult, the key is to remain persistent, adaptable, and focused on creating an environment where trust can eventually flourish.

Looking Ahead

Reflecting on my journey with an initially sceptical and low-motivated team, I’ve come to appreciate that building trust is a process that demands patience, empathy, and unwavering consistency. At the time, the challenges felt overwhelming, and progress often seemed slow. Yet looking back now, I feel a sense of accomplishment and positivity that wasn’t as apparent in the moment. With more experiences like this under my belt, I’ve realised that there isn’t a single, definitive path to overcoming scepticism or demotivation within a team. Instead, there are many approaches, each shaped by the unique dynamics of the team and the challenges at hand.

In this particular journey, I discovered that the cornerstone of success lay in five key areas:

• Active listening,

• Relationship-building,

• Open communication,

• Collaborative goal-setting, and

• Genuine recognition.

Each of these elements played a pivotal role in creating an environment where trust could begin to flourish, and where individuals could feel valued and motivated to contribute.

However, trust-building is not a sprint; it is undoubtedly a marathon—one that requires consistent effort and an understanding that it’s a journey rather than a quick fix. It means engaging with each individual on their terms, navigating setbacks with grace, and maintaining an open, honest dialogue at every stage. Trust demands persistence, and sometimes progress is measured not by leaps but by small, meaningful steps.

Ultimately, one of the most profound lessons I’ve learned is to truly believe in your team and the path you are creating together. Trust is not merely a destination or an outcome—it’s a continuous journey, a process that evolves and deepens over time. With each new team I join, I carry these lessons forward, striving to nurture trust, build connections, and foster a culture where people feel empowered to thrive.

My Final Reflections

Navigating a disillusioned and disengaged team is no small task. It demands persistence, adaptability, and a well-defined strategy for fostering trust. Through my own experiences, I’ve come to understand that while the process can be intricate and at times frustrating, the rewards of seeing a team transform into a cohesive, motivated unit are deeply fulfilling. However, patience is essential, as what worked well in one situation may not work in another. Each team, dynamic, and challenge is unique, requiring tailored approaches that acknowledge these differences.

One of the key lessons I’ve learned is the importance of trying different variations of the same method. If a particular strategy doesn’t resonate, adapt and refine it to suit the team’s specific needs. This means staying curious, talking to people, listening with intent, and taking thoughtful action based on the insights gained. It also means accepting that the process won’t always be smooth—there will be instances where certain individuals may not fit within the evolving culture or vision, and that’s okay. Understanding when to make difficult decisions is part of leadership.

For product leaders facing similar challenges, it’s crucial to embrace your role as a catalyst for change. Each team member brings their own perspective, experiences, and potential, and as a leader, it’s your responsibility to recognise and nurture that individuality. By creating an environment where trust is not only encouraged but actively cultivated, you set the stage for improved performance, enhanced creativity, and greater resilience. Empowering others to feel valued and connected to the mission transforms a group of individuals into a unified team capable of achieving remarkable things.

The journey of building trust is just as meaningful as the destination itself. It’s in the effort, the small wins, and even the setbacks that true growth occurs—both for the team and for you as a leader. These experiences have shaped the way I approach challenges and have become a cornerstone of my leadership philosophy, one that I carry forward with pride and purpose in every professional endeavour.