It's an interesting point you raise around trust. It's certainly one of my biggest challenges in a management role - there are staff I struggle to trust due to past instances where they have gone significantly off track and failed to deliver due to ignoring or taking too much license with the direction they were given. We've got huge piles of technical debt and whole series of poor decisions we're just living with due to this kind of thing. The challenge now is how to continue to delegate to such people, without creating a huge amount of overhead to track what they are doing and how it is being executed. Simultaneously with all this, those same people are in a technical sense the most skilled in the team. Finding a way for these people to mature into their roles would be ideal but it's really hard work.

I feel that. Sorry if you never see this due to the late reply, but i strongly feel that trust is a constantly built thing. The team needs to trust working with each other, and have open communication horizontally and vertically. I’m not a 10x dev and have seen way better developers than me go off the rails because they weren’t able to communicate and their work becomes unmanageable because of that lack of trust. I think it’s ok for a junior developer to feel safe taking on less points and doing things slower and spending more time pairing and mentoring. But This has only ever worked on teams I’ve been on where people had the opportunity to fail. And with that being said, once a team loses passion it is so hard to work back to a healthy self regulated environment