Building a Foundation of Trust, Part 2 of 5

Part 2 of 5

Trust is a valuable commodity to have in our personal and professional lives.  This is part 2 of 5 in the series.  See Part 1 here.

Basic Principle 2: Build and maintain the self-esteem and self-confidence of others

The principle is vital always especially during times of change within the organization. Leaders need to ensure that failure is an event not a person as discussed in Principle 1. Team members must feel that the environment is safe to explore procedures, makes mistakes, and growing professionally without the risk of being criticized or punished.  It is key here that team members must still adhere to the organizations mission and values.  If they feel they cannot grow as individuals or professionally, more than likely they will always play it safe, and never focus on the growth of the team or organization.

This principle can be built and developed by identifying and acknowledging that change comes with some difficulty. Everyone from the newest member to the teams seasoned veteran needs to know that that is ok to have the feeling like everything is starting over.  It is OK to feel that way, but give them encouragement to press forward with hope that everything will work itself out in the long run for the team and as an individual.

Second, follow-up with team members on what they are feeling. Everyone may have the feeling that the rug is being pulled out from underneath them.  That is fine, just identify it so you can address it together. Ask questions like, “How do you feel you are adapting to this new team focus?” or “How do you think the others are progressing forward with this new procedure?” It may take a few days or even a few weeks for team members to feel somewhat comfortable with the new change.  People often have the feeling.

Leaders must help team members keep change in perspective. This can be very easy or very tough depending upon how fast the leader acts. As with all things that we have grown accustom or when there is drastic change, people know that even a small adjustment can create disruption to “normalcy.”  For the most part, people want what is familiar, it is a safe zone. Assure them that getting out of balance for a moment can be a good thing if it rights the ship to move forward with better efficiency.

Finally, a good leader realizes and knows when to protect “exposed” feelings. During a time of transition or even when things are stable, everyone needs to protect the whole.  Everyone should be in a mindset of encouragement to uplift one another.  Team members and leaders do not say or do anything would give the impression of giving blame or being critical of others or ideas. Folks may be unsure of themselves or the process. This is the time to ensure everyone has a positive mindset moving forward to a collective trust within the organization.  Everyone has a responsibility to protect the whole.

One keynote from Zig Ziglar on the subject of guidance, he said, “If you’re sincere, praise is effective. If you’re insincere, it’s manipulative.”

Be sure that when you give anyone feedback that it is given in love to help them in a constructive manner.