Interpreting Your Damaged Trust Results

Damaged trust can be extremely subtle, but it all adds up! In our workplaces and communities—even at home—we’re so awash in damaged trust that we may not recognize it. But we certainly do feel it!

Experiencing SECURE Trust

  • You respect and can depend on others.  

  • People, including your coach, believe in and support you. 

  • The people around you show concern for each other. They always stand for doing the right thing.

  • You can count on team members to help and invest in you.

  • You work to actively nurture your relationships and build on team trust. 

  • You take pride in investing extra effort in the things you do.

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The Damaged Trust Assessment will help you increase your understanding of the people and behaviors you experience on a regular basis. As part of the Connect Platform, it has a solid foundation in research. It also enjoys the powerful and enduring laws of Human Nature.These laws connect us all, across continents, cultures—even across time.

The assessment statements are sourced from the Behavior Matrix™, and the evaluation of results is driven by the laws of Human Nature. The insights for moving forward are a result of the diagnostics in Nature’s Vital Spiral™. Your assessment and report ​​will help you explore how trust is built and broken.

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The Damaged Trust assessment reports on four levels of trust: secure, comfortable, uncertain, and distressed. It also seeks input on four roles: self, team, team leader/coach, and senior leaders.

The greatest weight is placed on how trust is experienced within the team. This is a critical measure because teams:

  • Are the go-to solution for getting things done

  • Provide the richest and most controlled environment for improving targeted outcomes

  • Present the most likely place to make new friends

  • Are small enough to actively engage each member in change efforts

Next, the assessment addresses each person's individual responsibility to uphold trust within the team. Real change only happens when each team member carries through on a commitment to the behaviors of trust. These are captured in the Behavior Matrix.

Senior leaders have a visible and influential role in supporting relationships of trust, but with less impact than the team leader.

It's sometimes said that this group bears the responsibility for organizational change, but that's really not possible. The truth is, broad, durable, organizational change must be everyone's responsibility. Change at scale depends on healthy trust, from person, to person, to person. Because it's fragile, once trust is damaged, the damage spreads like dominos falling.

To effectively enable relationships anchored in trust, the team leader/coach must walk the talk. This is not to be taken as a simple cliché. They must deliberately go about their responsibilities remembering that the directive behaviors of a manager will have a far weaker—perhaps even the opposite—effect on performance than the inquiring and supportive behaviors of a coach.



From one the next...and the next...our behaviors trigger an evolving pattern, producing additional behaviors, feelings, and emotions. Whether for good or bad, our behaviors always influence the quality of trust we share with others. The effect may be small and unnoticed, or big, loud, and dramatic. 

The role of our subconscious mind is to recognize, store, and recall everything we experience as patterns! It continuously compares whatever we’re experiencing in the moment, to its millions of stored patterns—and informs us with the appropriate emotional signals. In this way, it becomes our on-board guide for seeking out positive experiences, and avoiding perilous ones. A simplified set of emotions might include: fear, trust, happiness, sadness, anger, and courage. 



We often experience interactions where our subconscious mind tells us: watch out...that’s not in your best interest...don’t trust it. This absence of trust is the basic emotion of fear—where it’s natural to experience feelings of discomfort and vulnerability. 

There are times when our world seems overwhelming. We’ve all experienced this, and we cope by hiding from the feelings and emotions that upset us. We shove them off into a dark corner because they’re too confusing, too frightening to face. It’s a temporary fix, because the more we shove these feelings away, the more concentrated and toxic they become. And secretly, we all know that someday they’ll come crashing down on us.



Without understanding and processing our feelings and emotions, they become the source of our damaged trust with others. And, there’s a lot of that going around! Enough, in fact, for the damaged trust to create the disrespectful, dysfunctional cultures that many of us have experienced. The kind of culture that holds people hostage, minimizes their contributions, and eventually drives them away.


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Trust in our institutions and in each other. It triggers feelings of doubt, vulnerability, and anger, leading to outcomes of stress, fatigue—and being chronically overwhelmed.

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