One of the guarantees in your work life is that you are going to be a part of new teams as you go on your career journey. Whether you are jumping on a team as a leader or a follower, it’s important to begin building that trust with them as early as possible.
While the reminder of building trust is a good one for us to consider, it can be far more challenging and complex to live out and be successful at. I can think back to times where it was extremely easy to build trust after they previously had a poor leader. Other times it was like climbing up a vertical mountainside because the team was so committed to the prior leader.
Here are some strategies to think about as you work to build trust with that new team.
Find small wins to show you care
Ambitus leaders sometimes jump the gun a bit when they are with a new group. They want to show their strength and want to affirm their boss, and themselves, that their promotion or hiring was the right move. A mindful leader takes the time at the very beginning to learn about the pain points that people are going through and then they quickly and decisively make a move to secure a quick win. Some areas to look at include:
- The common areas/break area: As a field leader, one of my first areas to get a quick win in was the breakroom. It’s amazing what a coat of paint and a little updating will do for morale trust-building. Common areas are another great area to consider. This need may not be voiced as much as in other areas, and that’s because they’ve gone blind to how bad it is. Use those fresh eyes you have to find a few quick facility-related wins.
- Efficiency opportunities: If you ask a new team what holds them back, frustrates them or would be something that they would like changed, and they’ll often point back to an efficiency breakdown, an outdated process or redundancy in work. Pick out one or two that you can fix with a lower amount of effort and put them in place. People love when they can do their job easier.
- Be accommodating: Get to know each individual and listen to their workloads and personal situations. Look for ways to be more accommodating by adjusting schedules, bringing in additional help, or helping people perhaps even change how and where they work.
If you can help in those three areas, you just showed your team that you care about their work environment, eliminated hurdles that get in the way of great work, and you an invested in the whole being and not just their work life. A powerful combo to build trust, wouldn’t you agree?
The key here is speed. The quicker you can get these kinds of wins the better.
Listen and learn before you change
It can be hard to walk into a scenario that’s especially challenging and not want to immediately change and fix everything. The trap here is that if you do start executing a large amount of change without the buy-in and trust of your team, your change won’t likely stick long term and your turnover rate is going to increase dramatically.
Unless it’s a moral, ethical, or compliance issue, the problem can wait at least until you do some learning and discovery around the why behind the breakdown and what other circumstances may be leading to the issue. Be sure to approach the scenario from a curiosity perspective instead of one that is accusatory or as if you already have the answer.
“I would love to know more about…”, goes a lot further than “We need to talk about why this scenario is where it is.”
As much as your people want to hear from you, be mindful to listen more than you speak with your new team.
Gaining trust as a follower
Unless you are the CEO, you’ll also be joining a team as a follower as well. The temptation is similar here to try to shine and prove your worth immediately. Take a slower and more mindful approach here as well. Learn the dynamics of the group, who speaks up more, who holds back etc., while providing your input when it’s relevant.
Understand the people and build relationships with those you work with to help get an understanding of work proverbial land mines are out there and to get an understanding of some of the unwritten rules at the company. Also, consider:
- Being genuine in your desire to learn about others on a personal level
- Understanding how much time and space you are taking up in conversations
- Keeping the same curious approach to understanding new areas of the business
- Get your stuff turned in on time and be on early to meetings
Get to know those you lead and work with as you enter your new role and look for those easy early wins and be intentional to build relational equity early. You’ll be well on your way to establishing that trust that you so need as a leader
Your leadership matters