You’re a new manager in a complex organization. How can you build trust with your team?

Trust is essential in any relationship, especially in a complex fast paced environment. The key is to remember that trust is built consistently over time. Trust is earned in drips and it’s lost in buckets. Leverage the Trust Compound from Building the Best: 1. Character - Doing what’s right even when knowing is looking 2. Authenticity - People are impressed by your strengths, but they connect with your weaknesses 3. Care- Don’t just care about what they do, care about who they are 4. Empathy - Putting yourself in someone else’s shoes and activating differently because of it. 5. Competence - Demonstrating wisdom and skill daily.

The change starts from the top - the higher you are in the organisation the longer the shadow you cast. An organization is your reflection - be truthful, honest and authentic - this is especially important when sharing the difficult times. Stress when managed properly and truthfully can bind the team together…else it breaks the bond.

This, right here. Be real. Show your team that you are 100% authentic and accountable. If you want results and accountability, be accountable.

A good Manager is a team player who leads his team with empathy, openness and by building trust. Make your team believe that you have what it takes to lead and guide them towards deriving set objectives. This can only happen in an environment where you promote transparency and by communicating in a timely manner and concisely. Be a leader who motivates their team by providing honest feedback and appreciating them when they attain milestones. When you come short, don’t blame your team, instead work with them to find solutions. As a Manager, you should be open to criticism and accept when you err as it is part of development. Don’t be a ‘know it all’ kind of person, be someone who is willing to learn from their team. Be real, don’t fake it

Firstly, Be a learner. Where alot of managers go wrong is that they start giving "solutions" without understanding the problem or the process. Spend a lot of time learning and understanding the current process, complexities, the "Why" behind everything - I'm sure it will make your solutions a lot more relevant. Secondly, spend a day in the life of your team member. You can’t coach or improve your team if you do not know the ground challenges. The list is long, but in my opinion, these are the basics that can go a long way, but we end up missing out on! :)

To build trust as a new manager, prioritize open communication, actively listen to your team, and demonstrate reliability. Provide the necessary support by understanding their needs, addressing hurdles, and leveraging your experience to ease challenges. Motivate on a personal level by recognizing individual strengths and actively participating in problem-solving. Being genuinely involved in your team's issues fosters a sense of unity and trust.

You quickly earn trust and respect from your team by taking the time to get to know them and allowing them to get to know you. Take time to learn what you have in common, understand what motivates them, learn what they consider to be roadblocks to success. Genuinely caring about your team goes a long way. People follow and work harder for someone that they know has their back so make sure you know what that means to your team and then do it.

Ask questions, learn and show your team you are not infallible. Your vulnerability is genuine and their support for you will be too. Ask them and give them permission to challenge and change what you do and how to approach it and the open communication will follow. You are only as good as the team that supports you. I’m very lucky to have a supportive, enabled and strong team pushing me.

It is fundamental to be authentic. Most important is to act and show how things need to be done, keeping in mind others could have different opinion and points of view different that can enrich your vision, but even more important is the coherence between words and actions. Build the trust into your work group and people will always be at your side.

- Trust and Authenticity go together. If you want to build trust, you need to transparent with your team. Let them know who you are and what you value. - Give credit to the team for the achievements and also share critical feedback.

Show to your team that you are there for them and you care for them. Try to understand their problems and support them in solving them. By doing so you will gain trust and confidence and you will be able to communicate and get things done easily

Go on a listening tour. Sit people down for a minimum of 30 minutes and just listen. Listening builds trust and insight. When people feel listened to, they feel heard.

As a new manager, building trust with your team involves open communication, active listening, and consistent support. Demonstrate transparency, be approachable, and show genuine interest in your team's well-being and opinions. Foster a collaborative environment, lead by example, and follow through on commitments to establish credibility and trust over time.

I’ve seen many senior managers be too dismissive of someone who needs help. Either failing to appreciate that they need support, or perhaps just as bad, giving them the answer without allowing them the opportunity to try and get there themselves. This can result in them only asking the question without taking responsibility for the solution. If you can, be patient, listen, guide & help them reach their conclusion.

- To build anything you need to lend support and nurture in the initial stages. - provide support and let the team grow in confidence and knowledge. This will bring the optimum potential.

Ask questions. Ask them how they are feeling, not only what they are doing. Listen to the answers. Really listen to their answers. Play it back to them to ensure you have understood them. Commit to taking action together. Remember that action speaks louder than words. Be prepared to share your beliefs, experiences, weaknesses and failures. Be yourself.

Be authentic... unless you're an asshole. In that case, you should probably fake it at least a little when it really matters. That's what I do most of the time.

Be there for the team, and do what you say you will do. Be transparent in your asks and help them understand why you are asking for things. It is important for anyone in the organization to know how their contributions and work helps the organization reach their goal.

Always try to give personal touch to your talks try to understand areas of improvements and challenges team member is facing to achieve the goals. Try to make a measurable action plan and feedback to support the required performance.

Always appreciate the good work done before. Look at vulnerabilities as areas of improvement and make their resolution a collective process.

In my experience, dealing with people from all walks of life, it is crucial to see things from others perspectives in understanding how everyone is dealing with their own sets of problems and obstacles. By maintaining a respectful and empathetic approach, you will have an enhanced ability with regards to building trust with your team.

Be open. don't try show off and make everything new and force ppl with ur ideas. take some time to understand the current way of working of the team. see what works and what could be improved. then later on do a Transition workshop. where associates get to know the manager better. later on together build a team vision and mission together.

I went in with a people plan. I wanted to make sure I was smart in the transition. It included an All Hands to introduce myself and my philosophy, 1:1s with directs almost immediately and then 1:1s with everyone in the org by week 4. Also held roundtables on specific topics to get thoughts and feedback. Introduced weekly challenges to get new “muscles” working. And made sure we slow rolled in new expectations, KPIs and processes.

Respect everyone in the team for what they are and for their contributions. Make everyone feel included by seeking their inputs and acting on it. Use 'Please' and 'Thank you' very liberally. Please communicates respect and Thank you communicates I appreciate you

Regardless of positions and ranks, all leaders must genuinely respect and exercise humility when managing teams, especially those talented folks. Leaders must listen to understand and not listen to reply. Leaders can learn from their team members who can contrive of ideas 💡 that leaders may not have thought of . Respecting the views and suggestions of team members and acknowledging them will create a highly motivated , engaged and collaborative team.

Respect comes after you respect your team members . Ideas from team members need to considered,decisions need to be collective by all team members. Take the input from junior members if his plan is good

Respect is earned and not demanded as many leaders think. I am a firm believer that we need to treat people as we would like to be treated, and that remains my measuring stick for respect.

Listen first, speak next. By adopting this mantra, one can always strike the right cord with your teams. They will begin to operate in zone of inclusivity and engagement, 2 key principles which fosters trust.

Good morning/ Good evening/ Good afternoon on and all, Introduce myself with my role and responsibilities, then ask the employees to introduce and make me familiar with their roles and experience. The attention and connection has started. Then i shall be firm based on the task given from the Management to download the same to all. Explain the situation and I make sure complete attention is sought. Post which take them out for lunch or high tea, get to know them and have a light moment. Pick a guy / girl in the group to lead the audience as I can delegate my task and follow up with him or her.

While trusting team mates is necessary having mutual respect is non negotiable. In a respectful relationship you both Will trust and contribute to each others success

Make it all about merit. Be candid with your plans and priorities and make their execution a collaborative effort. Do regular one on one sessions with your direct reports to give focused feedback

- As a leader you are accountable and show that in your behavior and your actions. - Share the successes with your team and come good on all commitments.

- Be accessible - Rich and meaningful conversations help to build trust and those don't always happen in team meetings. They happen organically when you pass each other in the hall or stop by someone's office. Schedule it in your calendar each week - have coffee in the lounge, walk the halls, pop in to say hello (but don't linger if the person is engrossed in their task). It's amazing what you'll learn. - Follow through - even on the small stuff. It's easy to get pulled in another direction but be diligent. - Create a culture that learns from failure - Encourage your team to take smart risks and then support them, collectively debrief and learn, rather than rebuke, if the risks don't pan out.

True Leaders are those who develop leaders not followers Leaders never hide the. Fact and always approach to team to find the optimized solution for every single. Problem

As a manager one should be equally accountable and also share his targets openly with the team so team knows how much burden a manager is bearing. In this way team will support him too.

Admitting your mistakes makes it safe for your team members to also admit theirs. Ignoring team conflicts is catastrophic to team cohesiveness, so addressing issues right away is also crucial to build a safe and supportive environment where people can shine.

First of all understanding the system and processes is a crucial step. Appreciating the performers, and extending a helping hand to the team members who need support. Gaining trust is a long term process. Consistency in the actions with right approach is the only key to gain the trust of team members.

Accountability is the cornerstone that fortifies trust within a team. When leaders uphold their commitments and promises, it sets a precedent for integrity and reliability. Establishing clear expectations and goals provides a roadmap for everyone, ensuring alignment and understanding. Consistent, honest communication is key; it maintains transparency and keeps everyone informed, building a culture of trust.

Führung ist kein Privileg, es ist eine Aufgabe! Und diese umfasst, dem Team Klarheit, Sicherheit und Wertschätzung zu geben. Das heißt: * offenes, ehrliches Feedback in regelmäßigen One-on One's * gemeinsam die Erwartungen klären * gemeinsam die Ziele erarbeiten * die eigenen Interessen im Sinn der Teamzielerreichung zurück stellen * authentisch sein und bleiben * verlässlich sein und bleiben Die Kunst besteht darin, dass einem die Mitrabeiter folgen.

Trust deepens with collaboration. Your team needs to feel that you work with them, not against them or above them. Share your vision and strategy. Align your objectives and priorities. Coordinate your efforts and resources. Leverage your strengths and skills. Seek opportunities for synergy and innovation. Celebrate your wins and learn from your losses. Give and receive feedback and support. Show your team that you are a partner and a leader.

There are many ways to lead the team. But I have experienced collaborative way of leading is one of the best strategy. Every team member shall get the sense of ownership. Let it be a success or failure. In collaborative way the total team experience gets added and the results are astonishing. Ofcourse in this case somebody needs to lead this collaborative way of working and you may want to give those responsibilities to the team leads but you being a manager be overall responsible. In that case people has less fear of failures and they will perform fearlessly. It is said that all success is team success but failures are owned by the managers. If you follow this, see how team contributes and perform where there are less chances of failures.

Step into the breach - be seen to be leading from the front but also highlight success from individuals to show it’s not all about you. Support and nurture - allow people to recognise failure and learn from it, help individuals to succeed by filling the gaps and providing training and opportunity. Earn respect - understand the human needs, not just the work needs.

In a new team important is to 1. Understand the team 2. Requirements 3. Expectations 4. Pre conceived notions 5. Concerns In a complex environment when you are aligned to deal with varied, diverse team ; may be located geographically at different locations - have empathy , give feedback but more of positive approach and what is the outcome expected collectively Appreciate and motivate with smaller wins and work together for escalations providing the team a support that we will make it happen. It’s the team together who can make it happen

Trust is forged through transparent, sincere and direct communication with the team; sharing the vision, properly communicating priorities and actively engaging them in decision-making, promoting collaboration and making sure that everyone's expertise and contributions are acknowledged and respected, making everyone feel valued and trusted, while at the same time boosting the sense of commitment and ownership among team members. All the above combined with consistently following up on commitments for all team members (including yourself) sharing success and giving credit where and when the latter is due, constitute basic ingredients in order to build and promote a culture of trust, credibility and accountability within the team.

Five brains are better than one, so get as much brainpower as you can involved in strategies, planning and execution. In addition, bringing in different perspectives really helps to round out any collaborative effort.

Listen to your team and conclude by a summary of their points they have discussed to reinforce you have listened. It’s also good to create an action plan from the discussion

As a manager, being a decision-maker is crucial for effective leadership. It involves analyzing situations, considering relevant information, and making choices that align with organizational goals. Decisiveness, thoughtful judgment, and a balance between risk and reward are key attributes. Effective communication of decisions to the team is also vital for a cohesive and productive work environment.

In my experience, being a good listener helps a lot to build up the trust with your team. You have to give your team the space to express their thoughts, knowledge and experience. As a new manager, you should listen and understand carefully in your first 90 days. After that you will have a better understanding to take the right actions and decisions.

Trust isn't just built by wielding authority but by humbly learning from your team. Listen, understand, and value their experiences and expertise. Lead with authenticity, aligning your actions with their needs. Forge a culture of respect, accountability, and collaboration where every voice matters, allowing trust to grow naturally.

Whenever I join an organisation, my priority is to figure out " How can I being value to the people around me and to the organisation " Once I am able to do it successfully, my teams and colleagues start looking at me as a resource. That helps me to take a good start at the new place. I have tried this and it always worked.

- Find out the team members' motivation. How? Share yours. Why you do what you do and your reason of being here. Nothing is like being vulnerable to gain that first impression. - Do not reinvent the wheel - as least until you figure out its shape. Focus on the team's challenges, bottleneck and work hard to resolve those for them. Make their life a bit easier. In the 1st part you told them what you would do. Now is the part where you do stuffs - helpful, supportive, constructive stuffs. - Map out the politics circle. Apolitical environment does not exist. So yeah, learn who like/dislike whom/what/how/when and why. Don't play politics, but don't let it plays you. - Top up your emotional balance as much as you can. Rainy days are certain.

Be empathetic. Really listen to them and find ways to encourage them in the appreciation language that works for them. If you care about them, they care about the company's success.

Be Vulnerable - don’t be afraid to share your areas of opportunities and stories of learnings from failures. Showing vulnerability is one of the easiest ways to build trust.

Create a sense of purpose and urgency. This is not to be confused with pressure and long working hours. Having a team genuinely motivated to come to work every day and work with a purpose is the most critical aspect of having a positive work environment and delivering results. Most companies have company wide goals and objectives; as a Manager, one should develop team specific sub set of objective that is relevant and purposeful

Be patient. Trust is performance over time, so follow all of this great advice, but don’t expect trust to inure immediately. Performance over time. Performance over time.

As you are new to the company, i feel the most important thing to do is earn the trust of the employees. Try to understand your team members. Have meeting with them and take feedback cause they will feel that they are important. Don't bring about radical changes. Understand each team members, their strengths and weaknesses. Guide them and make them valued. They will automatically start trusting you, open up to you and will be more willing to be committed to work and the organization.

building trust with your team takes time and consistent effort. By demonstrating your competence, valuing their contributions, and fostering a supportive environment, you can create a strong foundation for a successful team and a thriving work culture.