Trust is the invisible currency that drives organisational performance. When employees trust their leaders and each other, they take initiative, share information freely, and focus on solving problems rather than protecting themselves. Research compiled by leadership advisors shows that organisations in the top quartile for trust have around 50% higher productivity than their low‑trust peers. High‑trust environments dramatically improve employee retention and well-being.

Attachment theory, a groundbreaking concept developed by John Bowlby, delves into the deep emotional bonds we form with our caregivers in our early years and how these bonds reverberate through the chambers of our lives. It's like the foundational blueprint for our interpersonal dynamics, affecting our behaviors and relationships across the board, even within the hallowed halls of the workplace.

But hold on a minute! You might wonder what family affairs have to do with your job or relationships with colleagues and superiors. The answer is, a lot!

There’s a pattern I’ve seen too often in fast-growing companies—especially small to midsize firms scaling quickly.

A team doubles in size. Revenues climb. The pressure to execute is intense. In the middle of all this momentum, high-performing employees get promoted. It makes sense. Reward performance. Recognize drive. Put people in charge.

And it works—on paper.

But soon enough, cracks begin to show.