The best way to build a culture where your team buys into the goals and feel intrinsically motivated starts with trust. Most companies measure trust by tacit approval and execution of plans or a lack of discussion on the goals. But that is not trust; it's obedience.

Trust is about safety. A better measure of safety is a willingness to speak the truth and be prepared to disagree with an idea, and have a willingness to let ideas win over authority. There must be room for failure, experimentation, innovation, and questions.

Metrics can create a false sense of security.

For example, Peloton held on to a near-rabid fandom as evidence of their success. When regulators started to question the safety of the company's treadmills, they focused harder on the strength of their brand and attacked the agency and the accuracy of the reports.

By February, the stock fell almost 70%, the CEO was replaced by the board, and nearly 2,800 employees were being laid off. However, the marketing and manufacturing employees knew of the company issues but were not empowered to make the right decisions.