All language subtitles for KU PMGT 840 Session 5 (Part B)- Building and Sustaining Trust as a Project Leader

Hello and welcome to Part B of Session 5
in our course Developing as a Project

Leader. In this part, we will focus on
how to actively build and sustain trust

over the course of a project.

Trust in project teams starts with the
leader. The way a leader behaves sets

tone for how team members interact and
collaborate.

When leaders act with integrity, keep
their promises and communicate openly,

trust naturally grows.

But when they micromanage, hide
information or avoid accountability,

quickly erodes.

Consistency is the key. A trusted leader
match words with actions, even when the

pressure is high.

Building trust requires more than good
intentions.

Project leaders can use practical
methods such as effective communication,

behavioral consistency, transparency,
and active participation.

This means listening closely, following
true -on promises, sharing information

openly, and involving others in key
decisions.

These actions not only foster trust, but
also strengthen team engagement and

collaboration.

Trust is not something you set and
forget.

Leaders need to continuously assess how
much trust exists within their teams.

Signs of a healthy trust environment
include team members asking for help,

admitting mistakes, and showing high
energy and engagement.

Stakeholder confidence is another
important indicator.

Simple tools like checklists, one -on
-one check -ins, and retrospective

meetings can help track and strengthen
trust over time.

Building trust is important, but
sustaining it throughout the project is

truly defines a strong leadership.

Leaders do this by addressing conflicts
early, reinforcing shared goals, and

standing up for their teams when needed.

Participating as stewardship leadership
means acting with transparency,

responsibility, and care.

Seward leader makes principled
decisions, states align with both team

organizational values, and represents
the project with integrity in every

setting.

And here is the final takeaway for this
session.

Trust is not something that happens by
accident.

It is the result of intentional
leadership built on communication,

empathy, and transparency.

Great project leaders know that trust is
their most powerful asset, especially

when navigating uncertainty and change.

This example shows how a lack of
transparency and a blame -oriented

quickly destroy team trust.

In this case, instead of engaging the
team to solve problems, the project

manager blamed individuals in front of
stakeholders and also made decisions

behind closed doors.

As fear and silence spread, morale
dropped, the key team members left, and

project suffered in both performance and
credibility.

This case highlights how trust, once
broken, can be difficult to repair and

have lasting effects on the team and the
organization.

This example shows how trust can be
resorted to transparency and shared

ownership. When the project faced a
disruption, Katrin, the project manager,

chose not to blame others but instead
organized a transparent planning session

with the full team and stakeholders.

By openly acknowledging the issue and
engaging everyone in the planning

she rebuilt confidence and alignment.

Her honest and inclusive leadership
helped the team regain trust and move

forward with renewed commitment.

To reinforce what we have covered in
this session, please complete the

readings from both PMBOK 6 and 7.

And here are your tasks and activities
for this session.

Please post on discussion board three,
complete assignment five, and submit

study one.

Also, make sure to begin your group
project as scheduled.

And that brings us to the end of this
session. If you have any questions or

reflections, please feel free to post
them or reach out. I appreciate your

and engagement, and I look forward to
seeing you in the next session.