¿Qué haces si los miembros de tu equipo no confían en ti como líder?

This is a very precarious position to be in. Gaining clarity is the first step. An honest self assessment is vital, and something most people neither want to do, nor actually do. If you want to turn things around you must become self-accountable. Honest discussions with feedback are key, but only when it's with truly relevant people, and only if you're prepared to change and become proactive. Trust is earned, as is respect and the commitment of your team. We do this by being an example, you need to walk the talk - embody your mission and values, and lead your team by your own action and behaviour. It will take time, and you may not win everybody. However over time, your consistent accountable proactive example will bring most on board.

In my experience, if team members don’t trust you, they will not follow your guidance and nothing will get accomplished without resentment or fear if at all. Trust may need to be earned because they aren’t sure if what you are asking of them is the right thing to do. In this case, you have to communicate what your expectations are and why you are setting it. Sometimes, they have to see your leadership in motion before they trust it is right thing. However, if you have lost trust, this can be difficult but not impossible to overcome. Sometimes, it’s as simple as owning the mistake and acknowledging it which is imperative. Other times, it will take time and consistency but if you really care and show respect they will come give it back.

1) check your ego at the door & be grateful that you learned of the trust issues that exist with your team 2) Honest & personal self-reflection is the starting point. You have to own those areas of opportunity that may have created the breakdown. 3) Seek feedback from the group and signal that you are looking for self-improvement that will ultimately benefit how you function within the team. 4) Cander is crucial. If you're serious about improving yourself, you need to ensure those providing that feedback feel safe. (own that) 5) Share your appreciation for the feedback communicate what you learned, what will change and what the team can expect 6) Check in regularly & share openly how the teams feedback has helped you

As a Restorative Justice Equity Advocate and Educator, I believe there are several aspects to addressing a lack of trust within a team. It requires a leader to take a closer look at their own behaviors and how they show up to their team. I recognize that trust is built on genuine connections and authenticity. Therefore, the first step in navigating this situation is to conduct a thorough and honest assessment of how I present myself to my team. I recognize that trust is often eroded when team members feel disconnected, left out of the loop or perceive a lack of authenticity on the part of their leaders.

I think first is finding your authentic voice. You can build on it to be warmer or talk slower or listen more but first you need to be real about who you are. Then seek guidance from close coworkers who can give you honest feedback in the moment — good and bad. That starts your journey to building or rebuilding trust.

Step 1: Shut your Ego up. 🤫 Step 2: Remember WHY you are working to re-build trust with your team. This will help you vector the conversation in the correct direction, and will help you maintain your humility as they provide you feedback that’s hard to hear. Step 3: Take detailed notes, clarify their desires and now they tie into the end goal, and actually follow up on these items. This is a tough spot to be in, but you can rebuild. 💪🏼

If you want your team to trust you - 1) Own them- if you own them, you will be there for them, and if you are there for them, they will certainly trust you 2) Let them understand you- Don't create a wall around you. If they know you, they trust you. Known devil is always better and more trustworthy (even to save oneself) than unknown devil. 3) Understand them - if you understand them, you learn to earn the trust even if your team members are the toughest

Existe uma prática comum de a liderança aplicar feedback para seus colaboradores, já pensou em fazer o inverso? Já pediu feedback para as pessoas que lidera? E fazendo uma auto-avaliação as pessoas se sentiram seguras em falar a verdade? Ou ficariam com medo porque você transmite que leva as "coisas" para o lado pessoal? Vale aqui uma reflexão.

- Desenvolve os Outros: Investe no desenvolvimento profissional e pessoal dos membros da equipe. - ⁠Define Objetivos Claros: Estabelece e comunica metas claras, ajudando a equipe a entender como seu trabalho contribui para os objetivos mais amplos da organização. - ⁠Resolve Conflitos: Age rapidamente para resolver desentendimentos e conflitos, mantendo um ambiente de trabalho harmonioso e focado. - ⁠Inspira e Motiva: Inspira a equipe com uma visão convincente e entusiasmo pelo trabalho. - ⁠Delega Adequadamente: Confiante na capacidade da equipe, delega tarefas de forma a empoderar os membros da equipe e ajudá-los a crescer. - ⁠Apoio e Suporte: Fornece suporte e está disponível para ajudar a equipe a superar obstáculos e desafios.

100% agree with the description. I would like to address the issue of loss of trust that occurs when the team lacks visibility or adequate information to understand situations impacting their work. A leader must have enough self-assurance to share information with the team, provide them with visibility, and even encourage those who show interest to participate in events that help them better understand the context and reasons behind certain decisions. Trust or mistrust is contagious. The leader will have to act as such to handle difficult decisions, which, although unpopular, if the team feels part of the project, do not result in a loss of trust

Listen, listen & listen. Leadership is all about owning team failure & openly admiring the team's success. Timely provide a way forward, preparing performance review & promote through crystal clear criteria.

Trust is the bedrock and catalyst that drives cohesion and success within a team... without it there is no healthy conflict and often times results. A leader facing lack of trust within their teams should be vulnerable enough to address the "elephant" in the room and begin the healing process with their team by simply being open and honest about the lack of trust. By being open and vulnerable your team will see that you are human and trust them enough to share your feelings and hesitations. Trust begets trust. If you are a leader who has identified trust as an opportunity within your team ask yourself... how do I convey and practice trust?

"The Speed of Trust" by Stephen Covey is one of the best books on trust-building for leaders and team members alike. It breaks down the fundamentals of trust into competence and character and talks about how to deepen trust and what to do to when it is broken. From my experience, you have to "own up" when you've broken someone's trust, and acknowledge that you know it will take time to rebuild it--and that you are determined to do so. As other people have noted here, it is important to ask your colleagues and staff, "what can I do to help restore your trust?" because your idea of what needs to be done might not be theirs. An authentically open mind and heart is key.

📢 Effective communication is a key component of strong leadership. 💬 Communicate openly and transparently with your team members.🎯 Share your vision, goals, and expectations clearly, and ensure that everyone understands their roles and responsibilities. 🔍 Be transparent about any challenges or obstacles the team may face, and involve your team members in problem-solving and decision-making processes. 📈 Regularly share updates on progress, successes, and areas for improvement. 🤝 Encourage open dialogue and create opportunities for your team to ask questions and provide input. 🌉 By fostering a culture of open communication, you can build trust, improve collaboration, and demonstrate your commitment to leading your team effectively.

In my experience, the first thing is being vulnerable, humble, and admitting that you, as a leader, don't always have the answers. Once, I was called to be a sponsor on a project, but I knew that if I accepted, I would have to skip some meetings, audits, and other obligations. So, I shared with my team my challenges and the need for them to make some important decisions. That was wonderful and it improved our relationship.

These 5 things : 1- Connection meetings . They build trust and create a personalized leadership track 2- Weekly coaching 3- Coach during the game . Go out and see them doing the work and catch them doing things right. 4- Personal development strategies. Invest in their development 5- Regular performance reviews

- Promove a Diversidade e Inclusão: Cria um ambiente onde a diversidade é valorizada e todos se sentem inclusos e capazes de contribuir. - Planejamento e Estratégia: Desenvolve estratégias para alcançar os objetivos da equipe e da organização, planejando cuidadosamente e considerando os recursos necessários. - ⁠Gerenciamento de Crises: Mantém a calma sob pressão e guia a equipe através de situações de crise com um plano claro e comunicação eficaz.Fomenta a Inovação: - ⁠Encoraja a criatividade e a inovação dentro da equipe, permitindo que os membros testem novas ideias em um ambiente seguro. - ⁠Equilíbrio entre Trabalho e Vida Pessoal: Promove um equilíbrio saudável entre trabalho e vida pessoal para si mesmo e para os membros da equipe.

I love the suggestion about showing appreciation and recognition. When it's genuine, it helps to MAINTAIN a trusting team relationship. PLEASE don't make this the only way you attempt to re-establish trust, though. This is the "do better" part of "learn more and do better." All the steps prior to this one are essential before or concurrent to this one.

I always give relevant and genuine appreciation. I never steal anyones ideas I always recognise who has implemented different initiatives. When I meet my line manager I make sure they are aware which staff member has contributed and that they deserve the praise for the work.

One thing I have found helpful is when an employee asks to try something new, I endorse their suggestion and idea, support it and facilitate and pave the way to make that idea successful. I always give attributes to the employee who innovates and do something exceptional when a praise and reward is imminent, and I take full responsibility if that idea has not been that successful, however we give a feedback and encourage that employee to restart the process and work the gaps to make it a success. In my point of view, the most effective and outstanding reward for an employee is when an employee’s idea becomes a tangible value in the organization. The employee feels attached and important, which would encourage the others.

Leaders ask, "How can I help you?" "What are your blockers and how can I help resolve them?" I learned from the amazing Harvey Robbins that effective teams ask: who will do what, by when, and how do we check in with each other to make sure we are on track. We all hold each other accountable for progress and asking for help when we need it.

Leaders are human and can slip up now and then, just like anyone else. When slip ups are serious enough to affect team trust, a real leader takes steps to mend the relationship. Ken Blanchard's ABCD model is a straightforward and practical way to build or rebuild trust in teams: In short, ABCD means - *A*bility: Show you're skilled. - *B*elievability: Be honest. - *C*onnectivity: Care about your team. - *D*ependability: Keep your promises. These can be said as four pillars of trust.

- ⁠Autenticidade: Age de maneira autêntica e consistente, construindo confiança através de ações que estão alinhadas com palavras e valores. - ⁠Tomada de Decisão Participativa: Envolvendo a equipe no processo de tomada de decisão, quando apropriado, para aproveitar a experiência coletiva e promover o engajamento. - ⁠Construção de Relacionamentos: Investe tempo para desenvolver relacionamentos pessoais com os membros da equipe, entendendo suas motivações e aspirações. - ⁠Resiliência: Demonstra resiliência em tempos difíceis e ajuda a equipe a recuperar-se de falhas. - ⁠Foco nos Resultados: Mantém a equipe focada em resultados, garantindo que o trabalho esteja alinhado com os objetivos e que haja um senso de urgência para atingir metas

If you are not willing to be the point man when going into battle then you probably should not be the one calling the shots. Be the point man who takes the hits protecting the rest of your team whenever possible. This instills confidence in your team if they see that you are always going to take the hit for them even if it is clearly their fault. This is how you build a super team.

Real authentic people, who are accountable for their actions, and the team are trusted! They earn that trust! Communicate effectively, listen intently, and empower them to make decisions on their own. They may not reach initial goals (I didn't say fail!), but use those as learning experiences, and watch them grow!

Creating an Environment of Psychological Safety Psychological safety directly impacts the team’s trust in their leader. In environments where individuals feel safe to voice their concerns, ask questions, and suggest ideas, there is a natural increase in trust towards those who facilitate this openness. Conversely, in settings where team members fear ridicule or reprisal, trust in leadership can quickly erode. Trust is built on the consistency between what leaders say and what they do. Promoting psychological safety through consistent, supportive, and inclusive leadership behaviors fosters trust.

Seeking feedback, being open minded, being humble, walking the talk… all really good and important things. But personal behavior change may be insufficient to dig out of this situation - you also need to bring your team on the journey and engage them actively so they see, acknowledge, and contribute to your change. Marshall Goldsmith talks about this extensively in his book What Got You Here Won’t Get You There - once someone has a particular perception of you, they’re likely to maintain that perception and view any changes as just anomalies. Engaging the team in helping you make the behavioral changes by asking for them to help, provide real-time feedaback, and then acknowledging (if applicable) that they see the progress is what’s needed.

If team members don’t find you trustworthy as their leader, you need to look at your behavior. Whether intended or not, your behavior needs to change. Consistently act in ways worthy of your team’s trust and, in time, they will find you trust-worthy.

Listen to their concerns openly and address them transparently, demonstrating your commitment to their well-being and the team's success. Consistently lead by example, showing integrity, competence, and empathy to gradually earn their trust over time.

If your team members don't trust you as a leader, it’s important first to consider why that may be. If you’ve been formal, distant, or aloof, a good starting point is to open up and share something relevant about yourself with the team—such as a personal challenge or failure you've faced, along with what you learned from it or how you resolved it. This act of vulnerability can humanize you, showing the team that you're not only approachable but also relatable, which can be a first step toward rebuilding their trust.