Healthy Teams: Leading High-Trust High-Performing Teams

May 2026

In my nine-year career at Southwest, I have been fortunate to be supported and led by individuals who modeled integrity and did so with resolute consistency. That kind of leadership not only instills trust but teaches you how to lead others with that same commitment, which is crucial for navigating work that presents challenges that may not always have a clear or obvious solution.

Healthy teams are built through leadership behaviors that create both trust and healthy conflict. These elements may seem to work against each other; however, they must coexist. The strongest teams are those where individuals feel safe to speak up, challenge ideas, and admit mistakes. They also hold themselves and one another to a high standard of performance and ownership.

Trust is foundational. It’s built through consistency over time, not with words but actions. Leaders must follow through on commitments, make decisions transparently, and show up in both calm and stressful situations. Teams quickly recognize the “say/do gap,” and even small inconsistencies can erode trust. In high pressure situations, such as (all-too-often) major cybersecurity incidents, my Team must operate with incomplete information and heightened executive and external visibility. In those moments, my Leadership consistency becomes vital. Maintaining a calm presence sets the tone. Removing obstacles and enabling faster decision making keeps the work moving forward. When I create clarity and reduce friction, my Team can focus on what matters most, which results in faster execution and a more composed and aligned response.

Healthy teams also approach conflict differently. It is welcomed in high-performing environments. The goal is not consensus but to embrace opposing views to get to the best possible outcome. That requires creating space for diverse perspectives while maintaining respect and alignment on shared goals. Left unchecked, ego and silos can undermine the goal. Constructively addressing conflict drives better decisions and creates cohesion.

These dynamics are most visible when priorities must shift quickly across the organization. Responding to a cybersecurity incident can mean asking teams to pause daily work and immediately redirect their focus. That naturally creates tension. However, when teams intuitively grasp the business impact of an event, alignment comes quickly, as does the necessary support. My Team and I must build that level of responsiveness over time through trust, credibility, and strong relationships. In high-performing teams, influence is established long before it is needed.

Healthy teams are revealed as much by what they deliver as in how it’s delivered. Teams that are grounded in trust, aligned in purpose, and committed to one another are better equipped to navigate complexity and sustain performance. In my view, that is both the challenge and the opportunity. High-performing Leaders intentionally build environments where people can do their best work, together.

XOXO

Carrie

Connect with Carrie on Linkedin

Carrie Mills

Carrie Mills

Southwest Airlines VP & Chief Information Security Officer

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