Why Trust is Essential for Successful Teamwork
There’s a positive change going on in the corporate world that I’m very pleased to witness.
The culture of telling people what to do is declining. Instead, leaders and managers are recognising that advising and coaching works better. It’s noticeable that people perform better when they’re empowered to do things their way instead of being dictated to, leading to a more agile and motivated environment.
The Move from Telling to Coaching
As a manager, it’s almost ingrained into us to tell people how to do things. We’ve worked hard to become a manager. We know how we did it and want to share our way with our team. After all, it worked for us! But as we’re seeing, that’s not necessarily the best way to get your team working efficiently.
Previously, when delegating, we would churn out tasks to various team members. And then we would tell them how to do them. Processes were written that people were expected to stick to. Don’t get me wrong – a good written process is always helpful. But treat them as a guide rather than a ‘must do it this way’.
To truly get the best from your team, we need to stop micromanaging. Delegating should allow people to find their own way to perform the task, empowering them to be more creative in finding solutions.
There may well be times when people get stuck and need guidance. That’s when trust comes into play, because when they trust you, they know they can come to you. Their trust in you will mean that they know talking to you will result in a positive experience, not a negative one that leaves them feeling demeaned or de-motivated. That trust assures them that there will be no emotional reactions from either side, only honest feedback and support.
Getting the Balance Right
Naturally, as a manager, you still need to set expectations, objectives and deadlines. That way, you know that tasks will be performed to a certain level that the company has promised to its customers and stakeholders.
On initial delegation, you may need to explain where to find or who to approach for information. Sometimes, your team member may need to ask you questions as they progress or if they’ve forgotten something. That’s when asking the right coaching questions can help. For instance:
- What do you think you need to do?
- Where do you feel you should start?
- What’s causing you to doubt yourself?
By asking these and similar questions, you’re opening up useful conversations. You’re not telling them what to do, but helping them to think for themselves, coaching them.
When you immediately tell people what to do, they simply copy you. This prevents them from learning; their neural pathways won’t build up, because they’re not thinking things through for themselves. Asking coaching questions will jog a memory or spark an initiative that, in turn, will start building new neural pathways, helping them find their own way.
When you first delegate a task, agree on a time when you can give and receive initial feedback, perhaps within a week. Again, this is where mutual trust is necessary for you to both speak openly and respectfully about how things are going and where things may need to be changed for the job to be done better.
How Big is Your Trust Bank Account?
I’ve spoken about your trust bank account before. A trust bank account grows from authenticity. It’s whether you’re genuinely showing interest in people and treating them with respect. Even a quick chat by the water cooler can increase that trust. But if you’re only feigning interest, you’ll be seen through! Whereas every time you show empathy, or humility when asking for help, you’re building up your trust bank account.
It all comes down to that magic potion – respect! In fact, there are four essential elements to trust:
- Credibility
- Integrity
- Reliability
- Rapport/benevolence
How are you in each of these areas? Do you turn up on time? Are you consistently respectful and building a good rapport with your team? Are you showing a true interest in them, their lives outside of work, and how they cope at work?
If you’re doing all these things consistently, then your trust bank account is probably full. To check, try this simple exercise:
Imagine you have a box for each team member. How much do you trust that person? Rate that as a 1-10 and put in the corresponding number of imaginary coins. Then consider how much you think they trust you and do the same. That combination of how much you trust one another is important.
Add a coin for every time you had a meaningful conversation where you were genuinely supportive and interested. Now, look at each person’s box again.
It takes as much time to build rapport and trust as it does to build your bank account. And it’s worth it! Because where there’s mutual trust, there should also be a strong relationship. That’s where the power lies. That’s where you get impressive performance leading to success for you all – you, your team members, and the organisation as a whole.
