With each team member trusting their leader and one another, it makes it easier to get creative and fulfil their obligations to the wider organisation. In this article, we discuss the factors that build trust within a team, giving you the tools to become high performing.
When lines become blurred about what is expected from one employee to another, resentment can build. Some people are more naturally laid back whereas others will take on more than they should. By defining each person’s role and what the goals are, you can avoid resentment within a team which is a huge barrier to trust.
No one likes being lied to, and we all have an innate BS detector. Being transparent with the truth builds respect between people. Telling the truth even when it isn’t easy fosters transparency and trust. However, it’s important to be considerate of others’ feelings when you need to be honest in difficult situations. We’re talking honesty, not brutal honesty.
Have you ever had a manager that hoards information for themselves? It makes you feel like you’re not valued or trusted within the organisation. There are instances when leaders do have to hold information back. But by communicating effectively by being regular and consistent in your communication, you can focus on what employees need to know and ensure they know they play a key part in wider company goals.
Like our innate BS detectors, we also have a sixth sense for when someone isn’t being themselves. Be supportive of your team and lead them by example. Authenticity begets authenticity from which trust follows.
Celebrate the highs with your team members and give credit where it’s due. As a leader one of the biggest yet simplest gestures you can make is attributing credit appropriately and recognising when someone has done a great job. If you’ve ever had someone take the credit for your work, you’ll understand how emotive this can be for an individual.
People make mistakes, but allowing people to make mistakes without throwing them under the bus is key to solving problems creatively and building trust between a leader and their team. Don’t scapegoat or blame when things go wrong, but do be honest and have each other’s backs.
Set time aside periodically to have one to ones with your individual team members so you can get their unfiltered feedback and see how they are doing. This doesn’t have to be a formal meeting. You could grab a coffee and a walk, but make it regular and don’t treat it as unimportant by cancelling and rescheduling. It should be as big of a priority as a meeting with a client or customer.
It may take time to build trust, so focus on creating a culture of understanding and respect and the rest will follow. Many of us have had negative experiences in the workplace, so undoing that experience or expectation can take time. Practise what you preach, treat people with respect and support, be tactfully honest and you can’t go far wrong.