To begin with, the team needs to demonstrate that it’s worthy of trust. That comes not only from the team’s actions, but the interactions between the team and the manager. If you don’t know what your employees are doing—and if they don’t know what you want them to do—how can you develop trust and understanding?
A team that has no one in control will likely fare worse than one that’s badly controlled. Managers need to have the courage to take charge. If they do it in a spirit of shared goals with the team members, it will build mutual respect and understanding. The concept isn’t really complicated. Yet think of all the managers you know who struggle to build trust and respect with the team.
Are you building trust? Respect?
Is it easy?
When did you control the last time? If not you—who is controlling?
Are you controlling the goals you have set with the team?
What do you control?
How often do you control? Too often? Not often enough?
Do you have standard operating procedures in place for frequently reoccurring situations?
Tags: benjamin franklin building trust control courage failure inc magazine last time mutual respect routine maintenance spirit standard operating procedures team members uncontrolled