Obstacle #9 Lack of Trust (Teamwork Tuesday)

About a month ago I asked the question on several LinkedIn Groups “What is so difficult about teamwork?” I received well over 200 responses. My intention was to rank each of them and then figure out ways we can create better teamwork.

 

To access the posts on all of the teamwork barriers click here.

Today we will discuss obstacle number Nine – “Lack of Trust.”

1. Lack of a competent leader (27)
2. Lack of goals and goal alignment (26)
3. Individuals focused on themselves and not the team (21)
4. Lack of understanding of team members (20)
5. Lack of clarity on team roles, and/or the purpose and vision of the team (15)
6. Lack of focus on team rewards and appreciation (12)
7. Lack of spending time together as a team (9)
8. Poor communication (8)
9. Lack of trust (7)
10. Lack of accountability (6)

Trust is the foundation to every solid and functional team. Without trust team members will hold back thoughts and opinions for fear of conflict with negative consequences, won’t be as committed, won’t ask for help, will misjudge the intentions of teammates and so forth and so on.

While most would agree that trust is critical on teams, why is absent so often?  And what do we do about it? 



Mike Rogers
http://www.secondg.net

Follow Mike on Twitter http://www.twitter.com/secondgleader

Join our Teamwork Group on Linkedin http://www.linkedin.com/e/vgh/2232816/

Comments

[Joyce Schneider]

Trust is earned by a manager or leader by visibly demonstrating that he/she is consistent, fair, treats each member will respect, provides opportunity for clearing up any mis-assumptions, is open to feedback, provides honest, helpful feedback so each member knows were they stand, provides the tools they need to do their job, goes to bat for them when they don't have them, and and "has their back" if any member of the team is unfairly challenged by another peer or higher up. It only takes one action or behavior by the leader that does not reflect these standards that will result in an erosion of trust. Leaders who are successful at managing "up", are usually the ones that are least trusted. Its also hard for trust to occur if other team members are very competive,and use another team member's ideas as their own, or engage in other negative behaviors-(gossip, etc). A good leader therefore makes sure that he/she sets the ground rules early as to what is acceptable behavior, establishes clear expectations for all, addresses behaviors that don't conform to said expectations, and delivers on what he promises he/she said they would. Expecting the best from your team, leting them know that you think highly of them, and holding all accountable to high standards, and consistently giving recognition for good results, is the basis of trust. There are a lot more reasons, but I think this is a good starting point.

[Mike Rogers]

Those are all good point Joyce both from the leaders perspective and teams. Boy, trust is sure a complicated things isn't it?

- Mike

[Phil Tackett]

Mike, I think trust is so closely tied to your obstacle #8, Poor Communication. I had a conversation today with a peer and team member over a client communication that I sent (maybe too soon) because I did not trust that she would meet the deadline. After talking it out I realized that the basis for the issue was a lack of clear communication of expectations from my side regarding the deadline. As a result of this miscommunication I did not trust her to do her part, and she did not trust that I believed in her capabilities. You are right! Tis a complicated thing.

[Mike Rogers]

Wow Phil, I hope everything works out. What will you do to earn her trust back?

- Mike

[Phil Tackett]

That was my first question when I realized the root of the problem. I think meeting with her one on one and talking it through was a good start, but it can't end there. I need to be more forthright in the future about the expectations, not only for individual team members, but management/client expectations for the project. In doing so we can share the responsibility as well as the effort. To some degree, I need to let go…

[Mike Rogers]

And letting go is hard. That in itself requires a lot of trust. But it is so important as a leader. Thanks Phil.

- Mike

[Saba Musharrif]

Why is trust absent so often? And what do we do about it?

Trust is absent not only from the workplace but also from our homes. The main reason for its absence, as I see it, is the inability to relate to another person. It has been noticed that individuals will usually trust those to whom they relate well. Individuals who have something in common are more likely to trust each other rather than those who have nothing in common. In my view, the best way to ensure that your team trusts you is to be approachable and to make the team realize that you know where they are coming from and you are there for them irrespective of what happens. If this trickles down from the top, then it will spread a lot faster across the team.

For the second question, what do we do about it, we need to start understanding everyone on the team and make them realize that they are an asset, which they truly are. Our words need to be converted into action, and we should inculcate such confidence in each team member that they can approach us (or anyone on the team) without any hesitation and discuss the issue.

There is a famous saying that 'Trust once lost is never regained', but we can always try.

[Mike Rogers]

Thanks Saba. Trust is based on action, but also understanding. There are many ways to clear the way for understanding between team members.

One thing leaders can do is facilitate and allow the team to spend time together. Another way is to share personal information and open up. There are lots of activities that facilitate this.

Understanding is fundamental to trust. You state that people trust people they can relate to. Understanding each other is the key isn't it?

- Mike

[Saba Musharrif]

yes, you are so right, understanding is the key.

[Adriana Diaz -Berrio]

I would like to participate in this conversation saying something about trust that helps us undestand why it is difficult to make it be there and grow in teams.
Trust can be viewed on the side on the person who wants other to trust her.
Trust that you produce in others depends on the way they percive you on three aspects:
1) Your skills related to the tasks you do in your job, like technical, concrete or parctical ones
2) People skills, theones that are called soft skills, that is how you can listen, communicate, accept other, treat them in general. Some behaviours are tipicaly associated with this 3) Your real intentions. Are you goint to take advantage of others or not? What are your real objectives inside of you. How much do you really care for other people wellbeing.
None of this aspects allone is good enought they need to be there together if a person is going to inspire trust to a group or to a individual.
On the other side, the trustee side, what counts also is the disposition to trust that the person has. Some people are readdy to trust almost every one without any conditions and very fast and others take a very long time and they never really trust completely, that is more related with their personal history and to their values.
What it really is a acceptable level of trust is the one that is adapted to each particular reality and situation. Trusting to mucho or to fast is not the best thing to do, risk have to be taking into account and people have to think and feel if a person deserve to be trusted in eanch particular case for a specific task or issue.
Adriana Diaz-Berrio

[Mike Rogers]

Well said Adriana, thanks for your comments. Steven M.R. Covey in his book "The Speed of Trust" said trust consists of four things.

1. Integrity
2. Intentions
3. Capabilities
4. Results

All four have to be present for trust to occur.

- Mike