The Reason Why You Don’t Trust Your Team May Surprise You

baby_in_mirrorMaybe you’ve heard these types of phrases from leaders in the past, or to bring it closer to home, perhaps you’ve even uttered them yourself:

  • “I just can’t trust my team to complete the job to the quality I expect.”
  • “Deadlines always seem to be a moving target with my team.”
  • “I seem to be on a different wavelength with my team. I say one thing but they hear another.”
  • “I don’t always see or feel a sense of teamwork. We seem to be a collection of individuals rather than a unified team.”

Do any of those sound familiar? All of them can point to a lack of trust between the team leader and his/her team. But have you ever paused to consider why you don’t trust your team? It may not have anything to do with them. It might be you.

Trust doesn’t “just happen” in relationships. It takes intentional effort, and in a team setting, it’s up to the leader to cultivate the right environment for trust to flourish. If you find yourself not trusting your team, explore these three areas:

Trust Signals – Trust is developed through the use of specific behaviors, and based on a complex set of variables (our personality, early childhood upbringing, past experience, and our values, just to name a few), each of us is “tuned in” to certain behavioral signals that communicate trust. The challenge in a team environment is every person can be tuned in to different trust signals, so what communicates trust to you may be different than what communicates trust to someone else. It’s important to establish a common language of trust so that everyone is picking up the same signals. A helpful tool to get everyone on the same page of trust is the ABCD Trust Model. It takes the four elements of trust (competence, integrity, care, and dependability) and puts them in an easy to understand model that provides a common set of trust signals for everyone to use.

Mis-aligned Expectations – Many times the reason leaders don’t trust their teams is they haven’t done a good job of clarifying expectations. Leaders often assume the team knows the importance of the goal, the quality standards expected, or the deadline for completing the work. When the team doesn’t perform as expected, the leader jumps to the conclusion that the team can’t be trusted. Step back and reassess the situation. Did you verbalize your expectations and make them absolutely clear? Did you equip or train your team to meet those expectations? Did you provide the day-to-day coaching needed or did you just leave the team on its own? When expectations aren’t met, we have a habit of judging others by their actions but judging ourselves by our intent. Judge your team by their intent and explore whether or not your expectations were communicated clearly.

Lack of Vulnerability – Too many leaders are closed books when it comes to relating to their teams. They are distant and detached, both physically and emotionally. That leads to team members always playing a guessing game as to what the leader wants. People can’t do their best work when they don’t know what to expect from the leader. The cure is for leaders to be clear on their Leadership Point of View (LPOV). Your LPOV is your leadership philosophy. It’s a statement of why you lead, what’s important to you as a leader, what your team members can expect from you, and what you expect from them. Developing and communicating your LPOV lets team members “behind the curtain.” It shows vulnerability on your part to be real and authentic with team members and it creates tremendously high levels of trust.

Trust has been called the miracle triple-acting agent for organizations. It provides the lubrication that makes people, processes, and systems work more smoothly. It also acts as the bonding agent that brings people together, allowing them to collaborate effectively and achieve more together than they could as individuals. And trust also functions as the catalyst to spur the innovation and creativity that’s necessary to propel organizations to higher levels of success. So don’t underestimate the power of trust, and when you feel it’s lacking with your team, take a look in the mirror first. The problem may be staring back at you.

Posted in Authenticity, Distrust, Leadership, Transparency, Trust, Vulnerability | Tagged , , , , | 2 Comments

Your First 5 Steps When Leading a New Team

Working_TogetherStepping in to lead a new team can be an exciting time for a leader. You probably have grand ideas of all the things you’re going to change to take the team’s performance to the next level. You’re looking forward to making an impact and demonstrating to everyone that you’re the right person for the job.

But you also need to be careful when stepping in to lead a new team. Your first few moves sets the tone for your leadership – positive or negative – so it’s important you go into this venture with a clear and focused plan of action. Every leader has a honeymoon period with his/her new team and you want to be sure to capitalize on this opportunity.

Here are five critical steps you should take when leading a new team:

1. Meet with your boss to get clear on your own goals – First and foremost you need to be clear on your own performance goals. Some organizations and leaders do a better job than others in setting goals, but regardless of the cultural norms of your organization, take it upon yourself to drive the goal setting process with your boss. At the end of the day your performance will be evaluated against those goals so you’ll want to make sure you and your boss are in alignment.

2. Schedule and conduct 1on1’s with all of your team members – Your primary goal when taking over leadership of a team is to build trust with your team members, and the only way that’s possible is by investing time in developing the relationship. Hold 1on1 meetings with each team member and make it your focus to build the relationship. Get to know them personally and understand their goals, dreams, and frustrations. Enter these conversations with the spirit of a learner. Don’t use this time as an opportunity to impress others with your brilliance. That will backfire and you’ll come off as arrogant and bossy. Listen, learn, solicit input, get the lay of the land, and simply get to know people.

3. Diagnose your team’s stage of development and use the appropriate leadership style – Teams go through natural stages of development and each stage requires the leader to use a different leadership style. When teams are just forming, morale is generally high but productivity is low because the team hasn’t accomplished much. At this stage the leader needs to provide high direction such as setting goals, establishing processes, and getting people up to speed on their respective tasks. As the team starts to mature they often experience growing pains. Morale may suffer and productivity may fluctuate. At this stage leaders have to keep providing high direction to develop the team’s productivity but also dial-up the emotional support to help the team address their morale issues. Things will start to smooth out for teams in the next stage of development and leaders can dial down their directive behaviors because the team knows what to do, but the leader still needs to provide high support so the team continues to improve internal relationships to work cohesively as a group. Eventually teams can reach the stage where they are firing on all cylinders in regards to both their tasks and their relationships. At this stage leaders are focused on helping the team consider new challenges or removing roadblocks to help them continue their great performance.

4. Review or create a team charter – A team charter is a set of agreements the team develops that outline why the team exists, what its goals are, and how team members will work together to live out their purpose. If your team already has a defined charter, this is a good time to review it and see if it still accurately captures the purpose and goals of the team. If your team doesn’t have a charter, schedule sufficient time to work through these elements. Developing a team charter isn’t touchy-feely team building nonsense; it’s important work that sets the foundation for how your team will operate moving forward.

5. Build a climate of trust – As I mentioned earlier, the number one priority for you when stepping in as a new leader is to build trust with your team. If you don’t establish trust, your team will constantly be working against you. Once a climate of trust is established, you will be able to implement new ideas and move the team to higher levels of performance. Focus on demonstrating the ABCD’s of trust and the team will follow your lead.

You only get once chance to make a first impression with your team. Make sure you approach this opportunity with a clear plan of action. Getting clear on your own goals, developing relationships with team members, using the right leadership styles for your team’s stage of development, having a clear charter to guide your team’s activities, and fostering a climate of trust will get you started on the right foot.

Feel free to leave a comment with your own suggestions for leaders stepping in to lead a new team.

Posted in ABCD Trust Model, Leadership, Teamwork, Trust | Tagged , , , | 1 Comment

3 Ways Leadership is Like…Dominoes?

DominoesDominoes is a great game to play when you’re hanging out with friends. My wife and I like to play Mexican Train with our friends because it has a nice blend of strategy, surprise, and most of all, allows for easy conversation and fellowship.

The other day a friend of mine shared an interesting analogy about dominoes that caused me to see immediate applications to successful leadership practices.

Leadership is like dominoes in that…

Matching is required — In dominoes the primary objective is to lay down a domino that matches the number of previously played bones. The same is true for successful leadership practices—you need to match the needs of your team members. Team member needs show up in a number of areas: development level on specific goals or tasks, emotional needs, communication styles, learning styles, etc. The goal for the leader is to match the needs of team members by using the right leadership style or practices. When developing people’s skills on goals or tasks, the leader has to use the right blend of directive and supportive behaviors that allow team members to develop their competence and commitment. When communicating, the leader needs to transmit the message in a way team members will understand, internalize, and encourage dedication to the team and its mission. If the employee needs emotional support, then the leader needs to find the right expressions of empathy or encouragement to get the person back on track. Whatever the need, the goal is for the leader to match.

Community is created — Dominoes is a great community-building game. The nature and pace of the game allows conversation to flow among participants, resulting in relationships being built and nurtured over the course of time. Leaders are responsible for creating community with their teams. Leaders are not lone rangers; they are mayors, pastors, coaches, teachers, and other builders of community. Leaders accomplish their work through others and that’s only possible if they help their people see and feel a connection to something bigger than themselves.

The goal is to give it all away — You win a dominoes game when you go out, when you give away all your bones. That’s how leaders win—they give it all away. Power, encouragement, energy, praise, recognition, time, trust, knowledge, help, discipline, wisdom, direction, support…whatever it is, leaders give it away to their people. Successful leadership is not about hoarding what you have, it’s about giving it to others in service of the greater good. There is a universal law that is somewhat paradoxical—the more you give, the more you receive. The act of giving to others and seeing the positive impact in their lives, results in your own tank being refilled to allow you to keep on giving.

Feel free to leave a comment and share your thoughts about other leadership applications you see from dominoes or any other game of your choice.

Posted in Leadership | Tagged , | 1 Comment

4 Steps to Develop Your Personal Brand at Work

Brand Me...PleaseWhether you realize it or not, you have a brand image at work, and if you don’t take charge of it, someone else will.

Your brand image is not only how people perceive you (your reputation), but also what differentiates you from everyone else in your company. When your colleagues think of you, what is it that comes to their minds? If you can’t answer that question, then you have a problem. A brand image problem.

Tom Peters, the guru of personal branding, says, “If you are going to be a brand, you’ve got to become relentlessly focused on what you do that adds value, what you’re proud of, and most important, what you can shamelessly take credit for.” Now, I’m not into shamelessly bragging about personal accomplishments, but I do think it’s important, and possible, to tactfully and appropriately share your successes. It’s part of what it takes to succeed in today’s workplace.

Forget your job title. What is it about your performance that makes you memorable, distinct, or unique? What’s the “buzz” on you? Forget about your job description too. What accomplishments are you most proud of? How have you gone above, beyond, or outside the scope of your job description to add value to your organization? Those are the elements that make up your brand.

If you’re not quite sure what your personal brand is, or how to go about creating a brand, here are four steps to get you started.

1. Identify your core values – Your values guide your beliefs and actions. A brand is a trusted promise which requires clarity on what motivates you from the core of your being. Consider popular brands like Apple or Nike. Apple’s brand conveys the values of being creative, passionate, and visionary. Nike’s brand of “Just do it” reflects the values of excellence and dedication. What values reflect the way you “show up” in the workplace? Mine are trust, authenticity, and respect.

2. Identify your strengths/personal attributes – A personal brand combines what you value with what you do well. What is it that you’re really good at? What unique personal attributes do you bring to the table? Maybe it’s courage, decisiveness, enthusiasm, patience, perseverance, or trustworthiness, just to name a few. There are a number of surveys you can take to help you identify your character strengths and attributes.

3. Assess your current brand image – One of the best ways to understand your current brand is to ask those you work with to describe your brand image. In addition to asking others, you can use the following sentence starters to help you analyze your brand:

          • Inside the company I am known for…
          • Three things I’m really good at are…
          • Something about myself that I feel proud about is…
          • Some “WOW” projects I’ve worked on are…

4. Develop your brand – What if there weren’t career ladders, only great projects? What if you were your own brand manager? How could your career growth be different if the leaders you worked with were brand loyalists that backed you no matter what? What if you approached your performance review as a “portfolio” review where you highlighted your project accomplishments over the past year? If you viewed your job performance through these lenses, you would need to change the way you go about things. Set the following goals to develop your brand image:

By this time next year…

          • I plan to be known for these projects…
          • I plan to be known for these skills…
          • I plan to have added these contacts to my network…


          • My principal resume-enhancing activity over the next three months is…
          • My public visibility program is…

Gaining clarity on who you are, what you love, and what strengths you bring to the table will help you understand your brand identity, while continuing to master your craft and assembling a portfolio of successes will fulfill the promise of you being a trusted brand that others can rely upon.

Posted in Brand, Success, Values | Tagged , , , | 11 Comments

Humorous Video About a Serious Topic: Top 10 Ways Leaders Bust Trust

Posted in Accountability, Communication, Credibility, Distrust, Fairness, Feedback, Integrity, Leadership, Listening, Management, Power, Relationships, Responsibility, Sharing Information, Toxic Leadership, Transparency, Trust, Trust Busters | Tagged , , , , , | Leave a comment