Leading with Trust

How Hard You’ll Work for Your Team Depends Most on This One Factor

High performing teams are a joy to watch, aren’t they? Team members are committed to the team’s purpose, each other, and work seamlessly together to achieve the team’s goal. Each person knows his or her role, is highly motivated, and will willingly sacrifice their moment in the spotlight if it helps the team win.

Why? What causes some people to fully commit to the team and give their max effort while others don’t?

It’s trust.

In new research conducted by The Ken Blanchard Companies and Training Magazine, over 60% of respondents say the most important factor influencing the effort they give to a team is how much they trust their fellow teammates.

Having high trust in your teammates frees you up to focus on your own contributions without worrying about others following through on their commitments. Trusting your team gives you freedom to take risks, knowing your teammates have your back and will support you. Team trust allows you to have open and honest dialogue and healthy debate that leads to better decision-making, and conflict gets resolved productively instead of people sandbagging issues or sabotaging the efforts of others.

But developing trust in your teammates doesn’t happen by accident; it takes an intentional effort to proactively build trust. There are three major areas to consider in fostering team trust:

  1. Team Leadership Behaviors—The team leader needs to focus on behaviors that provide the right blend of direction and support for individual team members as well as the team as a whole. It’s a delicate balance between the two, because too much focus on directive behavior can lead to micromanaging and the squashing of team member initiative and morale. Leaning too much on supportive behaviors can result in a lax culture where accountability is absent and team productivity is diminished. When team members receive balanced leadership, clear expectations, praise and recognition for achievements, and seeing their leader act in ways that show he/she has the team’s best interests in mind, they are willing to pledge their trust to that leader and their teammates.
  2. Team Culture & Norms—High-trust teams have clear operating norms and a distinctive culture that fosters the development of trust. Decision-making processes are a particularly important aspect of a team’s culture. Processes that allow for open sharing of information, encouraging divergent point of views, and fostering healthy debate among team members are all trust-building actions a team can build into their day-to-day operations.
  3. Personal Trustworthiness—Trust starts with you. If we expect others to grant us trust, then we have to prove ourselves worthy of trust. There are four primary ways we show we our trustworthy. The first is through our ability. Demonstrating competence in our work gives others confidence that we are skilled and knowledgeable and will be able to pull our weight on the team. The second way we demonstrate trustworthiness is by showing we are believable. When we give our word, people can believe it. They know we are honest, act with integrity, and behave in alignment with our values. The third way to show we are worthy of trust is to care about others. People want to know they matter and that their team members care about them as individuals, not just anonymous co-workers. Developing rapport, putting the needs of others ahead of our own, and giving praise and recognition are ways to show our care for others. Finally, the fourth way to demonstrate trustworthiness is being dependable. Dependability means you behave consistently, follow through on commitments, are accountable, and will be there in the clutch when your team needs you.

I think Duke basketball coach Mike Krzyzewski sums it up best in his book, Leading with the Heart, the power that trust brings to teams and organizations:

“In leadership, there are no words more important than trust. In any organization, trust must be developed among every member of the team if success is going to be achieved.” ~ Mike Krzyzewski

10 Ways Leaders Can Easily Build Trust with Their New Teams

Trust StonesThe new president of the company came in with grandiose visions of the future. She saw the untapped potential of the organization and set a vision for increasing revenues by ten fold. She preached her message of change with catchy slogans to create excitement and instituted sweeping changes by bringing in people outside the organization whom she trusted to lead key initiatives.

She was large and in charge, but she forgot the one critical thing that would determine her ultimate success. She forgot to build trust with her team, and it was that lack of trust that resulted in her ouster just a few years later.

Trust is the catalyst that spurs innovation, the bonding agent that holds everyone together, and the lubrication that keeps things working smoothly in an organization. But trust doesn’t “just happen” by accident. It takes intentional effort and leaders need to have a specific game plan to establish and nurture trust in relationships.

The primary goal of any leader stepping in to lead a new team should be to build trust. Here are 10 easy ways leaders can get started:

1. Refrain from making bold proclamations — You probably have big goals for your new team and that’s likely why you were hired for the job. That’s great! But before you start proclaiming your vision for the future, spend time developing relationships with your new team members. Some of them may not know you from Adam. Some may be excited about you joining the team and others may be fearful. Be humble, exercise patience, and establish trust with your team before making bold proclamations. If your team trusts you, they’ll be much more receptive to hearing and acting on your message.

2. Ask open-ended questions — Dial down the temptation to start barking orders or making evaluations about current practices and ask open-ended questions instead. Saying “Tell me more about why the process was designed that way” builds trust more than saying “That process doesn’t make sense. Why do you do it that way?” The former comes from an attitude of inquisitiveness and wanting to learn, whereas the latter comes from a position of evaluation and judgment. You’ll learn a lot more from your team by asking open-ended questions.

3. Ask other people for their ideas — Chances are you have some pretty smart team members who know the business quite well. They probably have excellent insight into how things could work better, where the gaps are, and what could be done to improve the business. So ask them. Don’t think you have to come up with all the answers yourself. People who plan the battle rarely battle the plan. Involve your team in developing plans and making decisions and trust will flourish.

4. Approach your role as a learner — You will develop trust much faster with your team if you approach this transition as a learner rather than acting like you’re a know-it-all. What attitudes do learner’s have? They are humble because they know they don’t know everything. They are open to new ideas, taking direction, and appreciative of others who are willing to share their expertise. Those are the same characteristics you should have when stepping in to lead a new team.

5. Go slow with changes — Practically every leader I’ve met has wanted to implement change quickly. And my experience has shown that effective change takes much longer to implement than we estimate or prefer it to take. So plan your schedule accordingly. Understand that your team is getting to know and trust you, and once that happens, they will be more receptive to the changes you want to implement. If you try to implement too much change before the team trusts you, they will resist and work against you rather than with you.

6. Respect the culture — Every organization and team has its own unique culture, and as the new person to the team, you need to be purposeful about learning the new culture and becoming part of it. A big no-no is to compare your new team or organization to your old one. When you keep bringing up your old company and make statements like “we did it this way” or “we should do it like my old team,” it makes your team question your loyalty. Using the pronoun “we” makes your team feel like a part of you is still with the old team. You’re not with your old team anymore so quit talking about them. When you need to reference your past experience, use the pronoun “I”—I’ve had experience doing it like this and it worked well—and it will go over better with your team.

7. Be nice — It sounds silly that this even has to be mentioned but you’d be surprised at how many leaders miss this obvious way to build trust. Just be nice. Say please and thank you. Smile at people. Ask them how they’re doing. Build rapport. It’s the little things that go a long way in building trust.

8. Catch people doing something right — When I do training sessions with clients I often ask the group this question: “How many people are sick and tired of their boss praising them at work?” No one ever raises their hand! The truth is people don’t get enough pats on the back for their achievements on the job. It doesn’t cost much—except time and effort—for leaders to praise team members, yet it’s one of the most powerful ways to build trust.

9. Laugh at yourself — Humor is a fantastic antidote to many of the ills of the day-to-day stress of organizational life. Well timed and appropriate humor keeps the mood light, lifts people’s spirits, and eases tension. Leaders who are not only humorous, but are vulnerable enough to laugh at themselves, have a leg up when it comes to building trust. People trust others whom they like and know. Humor breaks down barriers between people and allows us to get to know each other on a more personal level.

10. Extend trust — Someone has to make the first move when it comes to trust. Trust can’t be developed unless one party is willing to assume a little risk and extend trust to the other. I believe it’s the leader’s responsibility to go first in extending trust. Doing so sends a powerful signal to your team members and it creates a safer environment for them to reciprocate and extend trust to you.

I said earlier that these were “easy” ways to develop trust. Let me qualify that statement. Some of these ways are easier than others, and depending on your personality, some may be quite difficult for you. However, they are all eminently do-able. They just take intentional effort, and if you follow through and try some of these, you’ll find trust will start to blossom with your new team.

Feel free to leave a comment with other strategies or suggestions to build trust with a new team. I’d love to hear your thoughts!

3 Practical Strategies for Leading Virtual Teams

virtual workerIn 1997 I asked my boss to consider allowing me to telecommute on a part-time basis. My proposal went down in flames. Although the company already had field-based people who telecommuted full-time, and my boss herself worked from home on a regular basis, the prevailing mindset was work was someplace you went, not something you did.

Fast forward a few years to the early-2000’s and I’m supervising team members who worked remotely full-time. The exodus continued for a few years and by the mid-2000’s nearly half my team worked virtually. Nearly 20 years after I submitted my telecommuting proposal the world has become a smaller place. My organization has offices in Canada, the U.K., Singapore, and scores of colleagues work out of home offices around the globe.

My experience mirrors the reality of many leaders today. Managing teams with virtual workers is commonplace and will likely increase as technology becomes ever more ubiquitous in our lives. Here are three specific strategies I’ve adopted over the years in leading a virtual team:

Establish the profile of a successful virtual worker – Not everyone is cut out to be a successful virtual worker. It takes discipline, maturity, good time management skills, technical proficiency (you’re often your own tech support), and a successful track record of performance in the particular role. I’ve always considered working remotely a privilege, not a right, and the privilege has to be earned. You have to have a high level of trust in your virtual workers and they should be reliable and dependable performers who honor their commitments and do good quality work.

Have explicit expectations – There needs to be a clear understanding about the expectations of working virtually. For example, my team has norms around the use of Instant Messenger, forwarding office phone extensions to home/cell lines, using webcams for meetings, frequency of updating voicemail greetings, email response time, and out-of-office protocols just to name a few. Virtual team members generally enjoy greater freedom and autonomy than their office-bound counterparts, and for anyone who has worked remotely can attest, are often more productive and work longer hours in exchange. A downside is virtual workers can suffer from “out of sight, out of mind” so it’s important they work extra hard to be visible and active within the team.

Understand and manage the unique dynamics of a virtual team – Virtual teams add a few wrinkles to your job as a leader and a specific one is communication. It’s important to ramp up the frequency of communication and leverage all the tools at your disposal: email, phone, webcam, instant messenger, and others. It’s helpful to set, and keep, regular meeting times with virtual team members.

One of the biggest challenges in managing a virtual team is fostering a sense of connection. They aren’t privy to the hallway conversations where valuable information about the organization is often shared, and they miss out on those random encounters with other team members where personal relationships are built.

Team building activities also look a little different with a virtual team. Potluck lunches work great for the office staff, but can feel exclusionary to remote workers. Don’t stop doing events for the office staff for fear of leaving out virtual team members, but look for other ways to foster team unity with remote workers. For example, when we’ve had office holiday dinners and a Christmas gift exchange, remote team members will participate in the gift exchange and we’ll send them a gift card to a restaurant of their choice.

For many jobs, work is no longer a place we go to but something we do; from any place at any time. Virtual teams aren’t necessarily better or worse than on-site teams, but they do have different dynamics that need to be accounted for and managed, expectations need to be clear, and you need to make sure the virtual worker is set up for success.

10 Easy Ways Leaders Can Build Trust with Their New Teams

Trust StonesThe new president of the company came in with grandiose visions of the future. She saw the untapped potential of the organization and set a vision for increasing revenues by ten fold. She preached her message of change with catchy slogans to create excitement and instituted sweeping changes by bringing in people outside the organization whom she trusted to lead key initiatives.

She was large and in charge, but she forgot the one critical thing that would determine her ultimate success. She forgot to build trust with her team, and it was that lack of trust that resulted in her ouster just a few years later.

Trust is the catalyst that spurs innovation, the bonding agent that holds everyone together, and the lubrication that keeps things working smoothly in an organization. But trust doesn’t “just happen” by accident. It takes intentional effort and leaders need to have a specific game plan to establish and nurture trust in relationships.

The primary goal of any leader stepping in to lead a new team should be to build trust. Here are 10 easy ways leaders can get started:

1. Refrain from making bold proclamations — You probably have big goals for your new team and that’s likely why you were hired for the job. That’s great! But before you start proclaiming your vision for the future, spend time developing relationships with your new team members. Some of them may not know you from Adam. Some may be excited about you joining the team and others may be fearful. Be humble, exercise patience, and establish trust with your team before making bold proclamations. If your team trusts you, they’ll be much more receptive to hearing and acting on your message.

2. Ask open-ended questions — Dial down the temptation to start barking orders or making evaluations about current practices and ask open-ended questions instead. Saying “Tell me more about why the process was designed that way” builds trust more than saying “That process doesn’t make sense. Why do you do it that way?” The former comes from an attitude of inquisitiveness and wanting to learn, whereas the latter comes from a position of evaluation and judgment. You’ll learn a lot more from your team by asking open-ended questions.

3. Ask other people for their ideas — Chances are you have some pretty smart team members who know the business quite well. They probably have excellent insight into how things could work better, where the gaps are, and what could be done to improve the business. So ask them. Don’t think you have to come up with all the answers yourself. People who plan the battle rarely battle the plan. Involve your team in developing plans and making decisions and trust will flourish.

4. Approach your role as a learner — You will develop trust much faster with your team if you approach this transition as a learner rather than acting like you’re a know-it-all. What attitudes do learner’s have? They are humble because they know they don’t know everything. They are open to new ideas, taking direction, and appreciative of others who are willing to share their expertise. Those are the same characteristics you should have when stepping in to lead a new team.

5. Go slow with changes — Practically every leader I’ve met has wanted to implement change quickly. And my experience has shown that effective change takes much longer to implement than we estimate or prefer it to take. So plan your schedule accordingly. Understand that your team is getting to know and trust you, and once that happens, they will be more receptive to the changes you want to implement. If you try to implement too much change before the team trusts you, they will resist and work against you rather than with you.

6. Respect the culture — Every organization and team has its own unique culture, and as the new person to the team, you need to be purposeful about learning the new culture and becoming part of it. A big no-no is to compare your new team or organization to your old one. When you keep bringing up your old company and make statements like “we did it this way” or “we should do it like my old team,” it makes your team question your loyalty. Using the pronoun “we” makes your team feel like a part of you is still with the old team. You’re not with your old team anymore so quit talking about them. When you need to reference your past experience, use the pronoun “I”—I’ve had experience doing it like this and it worked well—and it will go over better with your team.

7. Be nice — It sounds silly that this even has to be mentioned but you’d be surprised at how many leaders miss this obvious way to build trust. Just be nice. Say please and thank you. Smile at people. Ask them how they’re doing. Build rapport. It’s the little things that go a long way in building trust.

8. Catch people doing something right — When I do training sessions with clients I often ask the group this question: “How many people are sick and tired of their boss praising them at work?” No one ever raises their hand! The truth is people don’t get enough pats on the back for their achievements on the job. It doesn’t cost much—except time and effort—for leaders to praise team members, yet it’s one of the most powerful ways to build trust.

9. Laugh at yourself — Humor is a fantastic antidote to many of the ills of the day-to-day stress of organizational life. Well timed and appropriate humor keeps the mood light, lifts people’s spirits, and eases tension. Leaders who are not only humorous, but are vulnerable enough to laugh at themselves, have a leg up when it comes to building trust. People trust others whom they like and know. Humor breaks down barriers between people and allows us to get to know each other on a more personal level.

10. Extend trust — Someone has to make the first move when it comes to trust. Trust can’t be developed unless one party is willing to assume a little risk and extend trust to the other. I believe it’s the leader’s responsibility to go first in extending trust. Doing so sends a powerful signal to your team members and it creates a safer environment for them to reciprocate and extend trust to you.

I said earlier that these were “easy” ways to develop trust. Let me qualify that statement. Some of these ways are easier than others, and depending on your personality, some may be quite difficult for you. However, they are all eminently do-able. They just take intentional effort, and if you follow through and try some of these, you’ll find trust will start to blossom with your new team.

Feel free to leave a comment with other strategies or suggestions to build trust with a new team. I’d love to hear your thoughts!

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.

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