Supporting Team Trust:
Many corporate environs include “pods” or teams of workers
all focused on specific duties, responsibilities or endeavors. The question
often arises regarding how a team of workers can effectively partner with one
another for the purposes of the team and its efforts.
The answer to this is 3-fold: What can the individual do,
what can the team do, and what can the team leader do. Obviously, everyone has
a role and responsibilities to meet expectations, metrics or deadlines.
The following breakdown is a good basic outline in providing
teams with an understanding of their personal and corporate responsibilities in
building toward success.
What I can do (the individual):
I can be dedicated and committed to not only
performing my specific duties to the best of my abilities, but be committed to
pushing my own personal envelope by increasing my knowledge and abilities
through personal learning opportunities both inside and outside of work.
I can be open to others’ new ideas and/or
alternate paths to goals.
I can be available to, and present myself to, my
team in such a way that fosters trust in me as a viable resource and sounding
board whose opinion has merit.
The quality of my work is such that I can be
trusted with new projects.
What the team can do:
The team can supportive and open to new ideas
and new personal and corporate learning paths, and be open to the advancement of
alternative thinking they may require or inspire.
The team can act effectively in their duties,
thereby building trust in the team from peers, other departments and superiors.
The team can be open to constructive criticism
and suggestions for improvement meant to increase competencies.
What our leaders can do:
Leaders can support the team and nurture trust
by being dually focused on both needs and behaviors that drive short-term agendas
as well as the behaviors that will impact the team long-term.
This dual focus will help leaders stay in touch
with team needs, and help them maintain a clear understanding of what’s taking
place in their department.
Leaders need to have their fingers on the pulse
of their department in the now and be able to determine whether current
behaviors will meet the needs of long-term objectives and changing trends inside
the team and outside their department, within their company and in the industry
Good leaders will have an open-door policy.
Good leaders foster a healthy, supportive work
environment that is open and safe.