Do your team members trust you? If they communicate their ideas with you regularly, tackle their work with energy and ingenuity, and are happy to work together on projects, it’s a sure sign that they do.
It’s also a sign that you trust them.
Because, as the great Abraham Lincoln once said, “The people, when rightly and fully trusted, will return the trust.”
And that trust pays off. According to the ADP 2018 Engagement Study, workers are 12 times more likely to be fully engaged if they trust their team leader.
But, as a leader, how do you arrive at this happy state of affairs?
Especially at a time when trust seems to be at an all-time low and when a large chunk of the population suspects societal leaders of lies and misinformation. Not just here in the United States but around the world.
Fostering trust among team members, and between a team and its leader, takes some work. You may have to change your mindset a little (maybe a lot if you’re someone who doesn’t trust freely until the other person has proven they are trustworthy). You may also have to unlearn some habits you’ve picked up over the years.
Your efforts won’t be rewarded overnight. After all, it takes time to gain trust. But if you keep plugging away and doing the right things, you’ll end up with a team that views you as a trustworthy leader. So, let’s look at seven common mistakes you may be guilty of making and explore ways to rectify them.
Respect is earned. Honesty is appreciated.
Trust is gained. Loyalty is returned.
7 Ways You Show You Don’t Trust Your Team
1) You don’t keep your promises
How long have you been promising to get a new photocopier to replace the one that breaks down every other week? Where’s the weekly team brief that you said you’d instigate six months ago? Whatever it is you said you’d do for your team, you must follow through (or if you don’t, then come up with an exceptionally good explanation as to why not).
These types of issues may seem small to you, but to your staff they’re important because they have a direct impact on their day-to-day work. And there’s nothing more frustrating than hearing “I’ll fix/replace/arrange that” and nothing happens. In the end, your people will distrust your good intentions because they’ve heard it all before.
2) You don’t delegate
Many leaders find it hard to delegate. Why? Because it requires trusting others to do the work that they just “know” they can do faster or better. But here’s the problem. If you don’t let others do your lower-level activities, you’ll never find the time to do your strategic work. Either that, or you work 14 hours a day and risk burnout.
The other problem with not delegating is that your team will know you don’t trust them to do the work to your standards. They may even assume that you think they’re incompetent. And that’s not good for morale or confidence. If delegating doesn’t come easily to you, you may want to find someone like a coach or mentor to guide you. The rewards are well worth the effort, for you and your team.
3) You keep your staff in the dark
How open are you with your team about your company’s performance? Do you ever discuss your own long-term plans for the department? Open and honest communication with your team is an effective way of building trust. Know, too, that employees’ priorities are shifting. The 2021 Edelman Trust Barometer reveals that expectations for regular employee communication have increased significantly in just a year.
By sharing important information in a timely manner, you’re telling them that you have confidence in them and that they’re an important part of the company. They in turn will see you as reliable and trustworthy.
4) You let your staff take the blame
When we make a mistake at work (and we all do), it’s comforting to know that our boss will always have our back, especially if that mistake has repercussions outside the team or costs the company money. However, if we’re thrown to the wolves, any trust that we have in our boss will nosedive.
As tempting as it may be sometimes to let employees who have messed up take all the blame, act the leader by taking responsibility for their actions. Leaders must look in the mirror first (e.g., maybe you didn’t give clear instructions or arrange proper training).
So, accept the blame, and then investigate the mistake in a calm manner. Ask questions like “How can we do this process differently to change the outcome?” to avoid defensive responses and to show you’re willing to support them. Your employees will then learn to trust you instead of fear you.
“A Team in not a group of people who work together. A team is a group who trust each other.”
Simon Sinek
5) You don’t have your member’s best interest at heart
How are you going to build trust if you don’t show that you care about your team’s welfare? Or if you’re constantly criticizing their work? A little empathy from a leader goes a long way to improving a team’s overall performance because it boosts their self-esteem and fosters an environment of mutual understanding.
Therefore, the next time you’re about to reach a decision or issue a negative judgement, think about the consequences for your team. Then ask a few questions and listen carefully to the answers. You may uncover some facts or opinions you hadn’t considered, and your team will appreciate your willingness to respect their wellbeing.
6) You set and reward individual targets
It’s common in the workplace—regardless of industry or department—to set performance targets for individuals. That’s not necessarily a bad thing as they do concentrate the mind and ensure business priorities are not forgotten. However, if everyone is laser-focused on their own KPIs to the exclusion of all else, they’re less likely to work effectively as a team.
Setting shared objectives is a practical way to overcome this potential problem. Team members will quickly realize that, to meet joint goals, they must rely on each other and help out whenever necessary. And that requires trust. In each other, and in you.
7) You don’t value other people’s opinions
Letting others express their ideas at a staff meeting is pretty pointless if all you do is ignore those ideas or dismiss them out of hand. It says (rather loudly) that you don’t trust their opinions. And that is a fast route to low morale and high turnover.
Show respect for your team by considering their ideas, asking questions, and letting them know your decision (and why). Giving everyone a meaningful voice will encourage them to be more engaged with their work, the company and you.
Set Trust as a Core Value for Your Team
When I set about establishing the core values of my business, I was determined to include trust. To me, it’s how we achieve a positive outcome every time, even when it is difficult. We deal fairly with each other, we’re conscientious, honest, and ethical, and we put the best interests of all parties first.
How about establishing trust as a core value for your team? It may take an exercise in self-awareness (which is not always easy or comfortable to do), but the benefits are clear: a team that is dedicated and productive. A team that will help you meet your goals.