Working inclusively - Lesson 7: your reflections


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CIPD Staff

17 Jan, 2020 11:03

Welcome to the online community learning space for the lesson: Building trust. Use this forum to discuss the community reflective activity in the lesson. Read the contributions of others, ‘liking’ those you find helpful and add your unique reflections to the conversation by replying to this post. Click here to return to the lesson page at any time.

Community reflective activity:
Imagine this scenario: You have taken over leading a team in which trust is limited and in which the organisation also lacks trust. What would you do to build trust in this environment? 


    • Hold face to face meetings with key people to understand the scenario in detail and try to know what are the probable reasons behind loss of trust.
    • If required hold a anonymous survey to take the opinion from individuals in knowing the reasons. Share the survey results with all.
    • Prepare an action plan agreed among key stakeholders.  
    • The above actions make team members to think about the intention and commitment of leader.
    • If the leader is honest and think about his team as priority; automatically TRUST is build.
  • In reply to Murali:

    I like these a lot. In terms of my own behaviour, I’d try to be conscious of (not in a contrived way, but authentically) the ten behaviours a good leader displays as per the resource article or a similar source, just so that is at the forefront of my mind as something of a priority to ensure a rosier future
  • Reflecting back on the 10 ways effective leaders build trust:

    -They're good at what they do: Understand the business functions, the team you will be leading, the purpose and objectives they aim to achieve. Get to know the team you will be working with and their individual personality and attitudes- individual/team meetings, pulse surveys, polls). Understand the informal and formal mechanisms for resolving conflict and the key policy and procedures.

    -They're passionate about their work: Hold regular team meetings to communicate the purpose and the benefits of working together to achieve the common goal- the 'i have a dream' speech. Communicate and set realistic goals, timelines and milestones; updating on progress.

    -They operate with self-awareness: Be mindful of your own behavior and adapt your approach for the individual or environment.

    -They care about people: Show compassion and empathy. Be approachable and friendly. Show support and be respectful of individual differences.

    -They what the best for the individual: Understand individual motivations and goals. Coach and mentor people to enhance the individual performance as well as team performance. Resolve any interpersonal issues quickly and effectively via informal approaches initially.

    -They listen: Make time to 'actively' listen to individual and team's idea, views, thoughts, opinions and challenges they maybe facing.

    -They have perspective: Regularly communicate the bigger picture and how the person and team is contributing towards the purpose. Take an objective view when it comes to any workplace disputes.

    - They manage direction and work, not people: Set regular individual and team meetings to update on progress and encourage knowledge and information sharing.

    - They say thank you: Fully utilize the reward and recognition schemes available. Reward exemplary behaviors to show case what good behavior looks like and the behavioral expectations.

    -They see beyond themselves: Set a good example for your team and model the behaviors you expect your team to display. Communicate the individual and team's achievements to senior management to be recognized throughout the Org.
  • I have experienced the anti thesis of building trust. Might be useful to share. I admit it's devastating.

    So on the don'ts list!!!

    - not ignoring staff
    - not admitting to lying
    - refusing to communicate or consult on change.
    - not stop all transparency as this causes speculation and unhappiness in the team as the trust is lost.
    - don't refuse to speak at team meetings and stay silent or actively avoid the team during major changes.
    - don't allow key members of the team to walk away without publicly thanking them.
    - do thank team members regularly and pick up on key shared values or interests rather than treat them like they are disposable and beneath the manager.
    - don't refuse to agree to any form of recognition scheme.
    - don't send emails in other people's names without telling them.
    - don't have favourites.
    - don't employ divide and conquer tactics as the team will talk and realise.
    - don't encourage micromanagement.
    - don't change the goal posts multiple times a week as the team's get stressed.
    - do be clear about strategic objectives of the team and where all the team fit. Don't expect the team to know telepathically.
    - don't ignore the importance of diversity and inclusivity. It is essential from the top down and it has to be actions not words.
    - do ensure policies are clear and followed by all employees, as it kills trust if managers are seen to not follow the rules
    - don't remove social events unless they have caused issues. If there is no budget then be creative. A lunchtime walk was popular on a previous role.
    - don't force team members to undertake team chats and ask personal questions in public. Let the team impart information at their own pace.
    - don't ask for information/ emails/ documents about other colleagues interaction with other team members. This absolutely kills trust dead. The team talks. Ask the person outright for the information. Don't go via the back door. It's seen as spying.
    - listen to the expertise in the group.
    - offer proper feedback
    - offer training opportunities so the team feel valued and trusted to develop, not reduce the budget.
    - don't insist all decisions goes through the senior manager. It just says there is no trust in each team members decisions.
    - don't gossip about other team members.
    - don't stifle innovation.learn from it and develop with it.
    - don't sit listening and if the team are talking take over the conversation.
    - don't expect the team to know key legislative changes without training.
    - don't allow poor behaviour to go unchallenged within the team.

    I'd like to reiterate this person above is not me. I thought it would be useful to share my experience of living with that style of management. If you recognise any of this it really chips away at trust and team members self confidence. The net result is not building a trusting environment.it results in people leaving, grievances, losing talent and skills, unhappiness, stress, increased absences and no motivation. It can cause a lot of individual personal distress. It also ends up that the key stakeholders also then become unhappy as efficiency and great customer service drops as the staff can't function.