About This Show
Improve your management and leadership practice over a cup of coffee and get a book recommendation too.
The role of the manager is evolving as technology helps us to self-organise and take more control of how and where we work from. In this podcast, Pilar Orti from Virtual not Distant, dissects modern management practice, not just for official managers, but for team members who want to make things happen too.
Most Recent Episode
MC6 Building Trust in Your Team
In today's episode we dissect trust, think of ways to build it in our team and we ask ourselves some difficult questions. Trust, where do we start? I suppose that before looking about what trust actually is, should we have a quick recap of why it matters? Does Trust Matter? Does it matter? Do you think it matters? What does lack of trust look like in a team, in an organisation? What does “plenty of trust” look like? And is there such a thing as “too much trust”? A word of warning, this episode might leave you with more questions than answers but if you’re up to it, let’s begin. My first question, when talking about trust, is, it’s important to trust others… to do what? A team where people trust each other to do a good job and act in the best interest of the team is going to look very different a team where people trust each other to keep their heads down when there are problems between individuals. Just the fact that some kind of trust exists between team members is not enough to have a high-performing team, one that can trouble shoot, one that can innovate. But if we have the kind of trust that allows people to fee like they can rely on each other to make decisions for them in their best interest, then, well I think we’re onto a winner. The Benefits of Trust Where there is trust, there is speed. (Remember the book titled The Speed of Trust) If we know that the information somebody gives us is reliable, we don’t need to check it. (Speed) If we trust one person to make a decision for the rest of us, that decision is made faster. If we trust that everyone in our team will flag up problems when they see them, we won’t be constantly checking and monitoring the work. But it’s not all about speed. It’s also about reducing uncertainty in our working relationships. It’s about creating an atmosphere (whether this atmosphere is palpable, in a room, or created across technology like in a virtual team) it’s about creating an atmosphere where people feel like they can get on with their work and find the support they need when they need it – and know that others will ask for help from them too, when they come across a block. As a manager, you want people to trust you so that you can make decisions on behalf of the team and they can back you up with their hard work; you need them to trust you so that they know you’ll represent them at their best in oth