Managers Special: Does performance come from trust?

As a manager today, you’re expected to balance individual and collective goals, all while enhancing growth inside and outside of your team. When you look at it like that, being an inspiring team leader doesn’t seem to be an easy task. So, where do you start?  In this heartfelt interview, Benjamin Baumann shares his journey to leadership, from his childhood farm to the tech industry. To him, trust is perhaps the most powerful driver of engagement, and here’s why it should be at the core of any healthy management strategy.  

What makes your approach to leadership singular?  

I’d say that growing up on a farm had a profound impact on me. I believe that it shaped my decision-making and “doing” attitude from the start. It’s true that when your tractor needs to be fixed, and you’re away from home, you must take the lead. I had to be resourceful and learn by doing, which served me well later in my professional life. I was lucky to evolve with managers who knew when to give me my space to grow, which strengthened my ability to make my own decisions and know when to step up. Those two skills have turned out to be powerful assets, especially since I became a team leader.  

When shifting from an individual contributor to a team leader, what challenged you the most? 

I had to learn how to balance the need for short-term deliveries and long-term growth. As an individual contributor, you have a direct impact on your own effectiveness and pace, while as a team leader, the impact you make is less direct. You can move faster on your own, but your job, really, is to involve each team member and improve their efficiency. What counts, ultimately, is the team’s overall pace, not just yours. As a manager, you are here to build collective success, and that includes embarking everyone on the journey to growth.  

What tips could you share to help make the transition to management go smoothly?  

Cultivating humility is a great start, as it will help you to release control, trust others, and give them the space they need to do their own experiments, all while turning each failure into a learning opportunity. When you become a team leader, it is no longer about your individual performance. Instead, it’s all about balancing individual and collective goals, while planning objectives to sustain growth for both your community and the business. It's now your turn to be the manager who knows how and when to give others their space.  

What makes a good relationship between a manager and his team? 

Managers should stand up for their teams and represent their best interests, while bearing in mind the business needs. I believe that building mutual respect and trust with the people you lead is the first step to making the whole thing work. Of course, there is no one-size-fits-all solution to achieve that. I chose the path of transparency and honesty as it’s what I expect from my own managers. That is why I highly value direct communication; I share openly as much as I can (transparency) while showing my human side and opening up about my weaknesses (honesty). From my perspective, I’m here to define a vision with and for the team, onboard them, and hold myself accountable for it.    

What role should managers play in making a company successful as a business and as a community? 

Managers should be the guardians of bottom-up feedback. We are in the best position to catch weak signals and identify potential areas of improvement. We represent our team; hence, we are responsible for making their voices heard. It’s up to us to foster collective success by also influencing strategic directions and roadmaps with a realistic perspective of what it will take for our team to do the job right. We stand as the bridge between strategic decisions and operational work, making sure that the two sides allow each other to grow. Good managers are those trusted by their teams, those who stand as role models, hopefully leading by example and inspiring their communities.  

Does performance come from trust? What truly drives people to bring their best to the table?  

All people are different, and so are their drivers. For some, it will be the thrill of a challenge, while for others, it’s about the connections and collaboration you experience along the way, or the opportunity to learn new things. Regardless, trust remains a fundamental key factor in creating a safe space where everyone can grow and thrive. If you build an environment where people trust that being themselves will benefit the team and that their strengths will be useful, you unlock their creative thinking and innovative potential. When you see it that way, trust is the most powerful driver of all.  

How do you foster a sense of psychological safety for everyone? 

I believe in embodying what you preach. To me, it’s essential to accept that we can’t give it 100% every day. I think we work better when we are transparent about our emotions and energy levels, and it starts with me! I live with Type 1 Diabetes, which means I might get sugar-deprived and super tired at times. When it happens, I share it with the team so that they can adapt and manage their expectations accordingly. Not an easy step, but leading by example and actively listening definitely helps. 

What kind of leader do you want to be in the future? 

I want to work and live by my values, being honest, open, friendly, and fair. I care for others! I wish to inspire them, sometimes introducing them to new possibilities and celebrating their success together years later.