The 1 Factor That Determines How Hard Your Team Works
High performing teams are a joy to watch, aren’t they? Team members are committed to the team’s purpose, each other, and work seamlessly together to achieve the team’s goal. Each person knows his or her role, is highly motivated, and will willingly sacrifice their moment in the spotlight if it helps the team win.
Why? What causes some people to fully commit to the team and give their max effort while others don’t?
In research conducted by The Ken Blanchard Companies and Training Magazine, over 60% of respondents say the most important factor influencing the effort they give to a team is how much they trust their fellow teammates.
Having high trust in your teammates frees you up to focus on your own contributions without worrying about others following through on their commitments. Trusting your team gives you freedom to take risks, knowing your teammates have your back and will support you. Team trust allows you to have open and honest dialogue and healthy debate that leads to better decision-making, and conflict gets resolved productively instead of people sandbagging issues or sabotaging the efforts of others.
But developing trust in your teammates doesn’t happen by accident; it takes an intentional effort to proactively build trust. There are three major areas to consider in fostering team trust:
Team Leadership Behaviours—The team leader needs to focus on behaviours that provide the right blend of direction and support for individual team members as well as the team as a whole. It’s a delicate balance between the two, because too much focus on directive behaviour can lead to micromanaging and the squashing of team member initiative and morale. Leaning too much on supportive behaviours can result in a lax culture where accountability is absent and team productivity is diminished. When team members receive balanced leadership, clear expectations, praise and recognition for achievements, and seeing their leader act in ways that show he/she has the team’s best interests in mind, they are willing to pledge their trust to that leader and their teammates.
Team Culture & Norms—High-trust teams have clear operating norms and a distinctive culture that fosters the development of trust. Decision-making processes are a particularly important aspect of a team’s culture. Processes that allow for open sharing of information, encouraging divergent point of views, and fostering healthy debate among team members are all trust-building actions a team can build into their day-to-day operations.
Personal Trustworthiness—Trust starts with you. If we expect others to grant us trust, then we have to prove ourselves worthy of trust. There are four primary ways we show we our trustworthy. The first is through our ability. Demonstrating competence in our work gives others confidence that we are skilled and knowledgeable and will be able to pull our weight on the team. The second way we demonstrate trustworthiness is by showing we are believable. When we give our word, people can believe it. They know we are honest, act with integrity, and behave in alignment with our values. The third way to show we are worthy of trust is to care about others. People want to know they matter and that their team members care about them as individuals, not just anonymous co-workers. Developing rapport, putting the needs of others ahead of our own, and giving praise and recognition are ways to show our care for others. Finally, the fourth way to demonstrate trustworthiness is being dependable. Dependability means you behave consistently, follow through on commitments, are accountable, and will be there in the clutch when your team needs you.
Duke basketball coach Mike Krzyzewski sums it up best in his book, Leading with the Heart, the power that trust brings to teams and organisations:
“In leadership, there are no words more important than trust. In any organisation, trust must be developed among every member of the team if success is going to be achieved.” ~ Mike Krzyzewski
About the author:
Randy Conley is the Vice President of Client Services and Trust Practice Leader at The Ken Blanchard Companies.
First published on Leaderchat
30 August 2018