How do you earn the trust of your team? That’s a question that’s often asked.
\nA question for which there’s no one-size-fits-all answer.
\nAre you a leader of a team? Then there are several factors that increase your team’s trust in you. One of the most important skills of an effective leader is building trust. Building a safe environment where employees can perform optimally. One of the biggest mistakes leaders can make is thinking that there is trust based on their title (as a director). It must be earned.
\nVictor had been a leader for years and was appointed in a small organization with a young and well-coordinated team. Most team members were action-oriented and quick-witted.
\nVictor was used to carefully considering his affairs and had difficulty with the speed of his team. After Victor reacted fiercely to comments from his team a few times and didn’t engage, the tone was set.
\nWhen there is a lack of trust among employees, they don’t feel safe, and fear arises. Fear, because their leader is unpredictable.
\n“In football, you pass the ball to a player who you trust is better positioned to score. You don’t pass it to someone whose competence or intention you don’t trust.” – Brian Bacon<\/i>
\nThe good news is that trust can be regained. It takes time, but consistently working on certain qualities will pay off.
\nBelow are the most important ones:<\/p>\n1. Connection<\/b><\/h4>\n
Trust is all about connecting.
\nAnd connecting means truly listening, attentively. It means that when one of your employees is speaking, you’re not busy with your notes, not avoiding eye contact, or not thinking about your next question.
\nPeople immediately feel whether your attention is there or not. You connect by asking questions, lots of open-ended questions. This not only helps you get to know your people better, but also helps them think even more about their choices.
\nAnd show gratitude, a quality often forgotten. Grateful people complain less, judge less.<\/p>\n
Show yourself in an honest and modest way.
\nThis also includes being able to admit your own mistakes. Show that you – like your employees – are also human, also have feelings, also make mistakes.<\/p>\n
Be consistent: do what you said you would do. Time and again.
\nThat builds trust. Often, it’s the little things, when done consistently, that make the biggest difference.<\/p>\n
Are you open to learning? Do you have a curious attitude? Do you read and listen with the purpose of learning something?
\nFor me, it’s logical, but I still notice with many leaders that they think they already know “it.”
\nThen development, growth stops. An open and interested attitude gives confidence to the environment.
\nDid you know that Richard Branson (serial entrepreneur) always carries a notebook with him? Because he assumes he can learn something from everyone he meets.<\/p>\n
Employees like clarity.
\nUncertainty leads to insecurity. Are the mission, vision, objectives, expectations, and daily activities clear to everyone?
\nThis may seem like stating the obvious, but I often experience that this is not clear to everyone (but it is to the leader).<\/p>\n
You don’t have to agree with someone’s behavior (that requires feedback), but you can respect someone else’s worldview.
\nAn employee may be good at their job, but have a very different approach to life than you as a leader and communicate very differently.
\nPeople don’t do wrong things. People try to do their best, seen from their view of the world. And no worldview is the same. So you can hardly fully understand the other person.
\nIs your basic attitude one of respect? If so, then you are also willing to adjust your communication to that of the other person.
\nFor example, an employee may need time to process your fast talking and formulate a response.
\nDo you adjust? If you have the willingness to also speak more slowly, then this employee feels understood. And thus, feels trusted.<\/p>\n