Que faites-vous si votre équipe manque de confiance et de relations ?

Se minha equipe estivesse sofrendo com a falta de confiança e relacionamento, eu focaria em atividades que promovessem a construção de laços e a melhoria da comunicação. Iniciaria sessões regulares de feedback e discussões abertas para resolver conflitos e construir entendimento mútuo. Investiria em atividades de team building, como dinâmicas de grupo e eventos sociais, para fortalecer os laços entre os membros. Promoveria um ambiente de trabalho inclusivo e respeitoso, incentivando a colaboração e o apoio mútuo. Além disso, eu modelaria comportamentos positivos e demonstraria abertura para ouvir e resolver quaisquer preocupações levantadas pela equipe.

When faced with a lack of trust and rapport within your team, proactive measures are crucial to foster a cohesive and trusting environment. I believe, leading by example serves as the foundation for this effort. Demonstrating trustworthiness and integrity in our actions and decisions is essential. Transparency and openness with team members further reinforce these values. By setting this standard, we can encourage others to follow suit, gradually building trust and rapport across the team. This approach creates a positive cycle, where each action contributes to a more unified and productive team dynamic.

Reflection is key when addressing the issue of lacking rapport and trust within a team. Consider what factors might be influencing this dynamic. Is it perhaps a consequence of the team's developmental stage? Have they not had sufficient time to bond and establish trust? Are there ample opportunities for team members to connect on a personal level beyond just their professional roles? Equally important is self-reflection. Ask yourself how your actions contribute to the situation. Are you modeling transparent communication? Are you inadvertently fostering competition instead of collaboration? Once you've identified the root cause, you can develop a plan to tackle the specific issue.

One helpful experience for a senior C-level team was "The Iceberg" simulation. I facilitated the experience during strategic planning "off-site." This experience uses the "iceberg" to simulate what we see and don't see about the people right before us. As in the story of the Titanic, the part of the iceberg below sank the ship. This can be a decisive moment for teams. Each team member is to list above-the-line aspects of themselves that are visible to others and, below-the-line, those of themselves that are not visible or known. What truly makes this powerful is the team leader. In this example, the CFO was able to be vulnerable and lead by example. This established a team norm of common ground and set a path of trust.

Building trust and rapport within a team takes time and effort, but there are steps you can take to improve the situation. Foster open communication, encourage collaboration, lead by example, and address any conflicts or issues promptly. Team-building activities and regular check-ins can also help strengthen relationships and build trust over time.

It all starts from the thought that gets created in your mind and when you think positive about your team then only you will be able to reach to the level where they would like to speak to you, open up and add value to your effort of collaboration. You will not be able to break the ice unless you think that they are individuals who need nurturing too for building a great team. A positive boss will take lesser time to connect with his team. An environment of mutual respect and equality opens your communication with the team else you will not get there where you want to go.

Building rapport and trust is a long process. Rapport is established when similar interests, common goals and open communication lines are present. When a team has issues related to lack of trust and rapport, the manager needs to identify the causes behind the same. Creating a safe space without any biases for venting thoughts, having informal discussions, picnics, games, role plays cane be arranged. Whenever any member feels that trust is broken , that issue needs to be addressed immediately through a facilitator. Many a times grapevine may be the root cause of trust issues, hence encourage team members to openly express their views in a positive way.

How can we ever build trust without open dialogue? When we see the signs of mistrust on our teams, we need to focus back on what builds it - communication.

Communication is the key to building relationships in any industry. When your team has an opportunity to be part of the process, part of the discussion this fosters a positive relationship and everyone on the team is valued.

Communication is key! As leaders, we can't expect what we don't articulate. Setting expectations starts with effective communication and active listening.

Setting clear expectations for behavior and interaction is paramount in rebuilding trust within a team. Establishing norms for respect, accountability, and support creates a framework for positive dynamics. Ensuring everyone understands their roles and responsibilities reinforces clarity and alignment. Consistently enforcing these expectations demonstrates commitment to fostering a trustworthy and cohesive work environment, ultimately contributing to the team's success and morale.

Broken trust is one of the hardest things to fix.But yes it is fixable, one chipped piece a time. To start with in building trust reconnections is to set the bar not too high but within reach. Some will reach it and others will not as yet.Don’t judge but celebrate the little achievement by one individual or any few members. It should be remembered that trust is not an event but a continuing and a continuous work, that is to say succinctly trust is work in progress. That is why trust is said to be worth a pound in gold because. It is an adjective, a noun and an outcome depending on your perspective 🤝🤝

One thing I learned recently is to balance psychological safety and accountability. One may create space where team members feel safe, voice out dissent, and learn from mistakes. But, if everything is comfortable with no one being held accountable, then the organization might not be having those difficult conversations that matter.

Building trust and rapport within a team is essential- Encourage open and honest communication among team members to create a safe and supportive environment. Foster team connections by organizing team-building activities or social events to promote bonding and camaraderie. Empower team members to share their ideas and perspectives, and actively listen to them. Recognize and celebrate individual and team achievements to boost morale and confidence. Encourage collaboration and knowledge sharing by providing opportunities for cross-functional work and learning. By building trust and fostering team connections, you can create a positive and productive work environment where team members feel valued and supported.

To create a culture, I must first have that character myself. So I must be an honest and trustworthy person. Then, to attract team members, I try to start a discussion myself and then be an active listener in the group. I try to get help from all people to actively participate in my team and create their participation in the team. At first, it may be with words, but later these topics and activities must be done in practice.

Imagine crafting a vibrant tapestry, where each thread represents a team member. Building rapport is like weaving these threads together, transforming individual strands into a masterpiece of connection. Spark conversations, share stories over virtual coffee, or dive into team adventures, whether they unfold across desks or digital domains. As threads intertwine, a picture emerges—a rich mosaic of understanding, empathy, and shared experiences. This isn't just teamwork; it's artistry in motion, where every interaction adds depth, every shared laugh knits us closer, and every supportive gesture strengthens the weave.

Was bei mir im Team gut ankommt ist das mystery coffee Format. Man wird per Zufall in Zweiergruppen zusammengewürfelt und trifft sich dann auf einen virtuellen Kaffee (wir arbeiten hauptsächlich remote). Dabei darf nicht über den Job gesprochen werden. So tauschen sich die Leute zu persönlichen Themen aus und lernen sich auf einer anderen Ebene intensiver kennen.

Building rapport among team members is crucial for enhancing teamwork and cooperation. Encouraging personal connections through various social interactions such as team-building exercises, casual meet-ups, or virtual coffee chats can greatly foster understanding and empathy within the group. Such activities allow team members to connect on a personal level, promoting a sense of camaraderie and mutual support that is essential for a collaborative and supportive work environment.

For me leading by example is about trustworthiness, authenticity and vulnerability. These 3 usually are interconnected and tend to reinforce themselves. A leader who is open about his or her own shortcomings (vulnerability) is authentic and can be trusted. If a leader can be trusted with vulnerable information of his team members, they might be willing to share their own vulnerabilities, which in turn is perceived as authentic leadership.

Leading a team is a two-way process, because you can't lead without that team being in a position to follow. It's also important to remember that your example is about being a member of that team. We often forget that leading a team is only useful if you know what that team requires and needs. That team won't perform unless the leadership has clarity, direction and the leader can articulate what is required. Modelling it is only part of it.

Own it and be genuine - everyone will see through you if you are not 100% authentic. Set your self up to succeed from day one with realistic promises and targets - its better achieve big things in stages with small incremental steps than to achieve nothing at all

As a leader, the impact of modeling trustworthiness and fostering rapport cannot be overstated. By being reliable, consistently following through on commitments, and showing a genuine interest in the well-being and professional development of your team members, you set a powerful example for the entire team. Your actions and attitudes establish the standard for the work environment, encouraging your team to embody similar values. This approach not only cultivates a culture of trust and mutual respect but also motivates team members to adopt these positive behaviors, significantly enhancing team cohesion and connectivity.

In order to build any successful team, the leader must be willing to lead by example and model the positive characteristics desired. It’s human nature to thrive more in a positive environment where integrity, honesty , and respect are core values.

When team members feel supported in their professional growth and aspirations, they are inclined to trust leadership and forge stronger connections with their peers. Acknowledge and celebrate accomplishments to emphasize the importance of teamwork and cultivate a positive, collaborative environment.

Embrace the role of a team gardener—cultivating an ecosystem where each member flourishes is key. Think of resources and support as sunlight and water, essential for growth. Training and mentorship are the soil, rich with nutrients, allowing roots to deepen and skills to bloom. Feedback acts as pruning, guiding growth in the right direction. When team members see their development nurtured, trust in their gardener-leader blossoms, and their connections with fellow flowers strengthen. Celebrate each bloom, from the tiniest bud to the most radiant flower, reinforcing the garden's vibrancy.

As a leader, you have to walk a delicate line. While you ultimately set the pace and tone for the organization's culture, you can't be the one to make it happen with everyone. A natural tendency when things aren't going as you want is to lean in and take over. Unfortunately, this won't have a positive impact on what you're trying to accomplish, especially around trust and rapport. You need to set clear outcomes and guardrails but then let go of the reigns. Give your team members the flexibility to figure out the path that best gets them to the destination. However, you will still need to stay close so you have the relationship to figure out what additional resources and support they need to get there.

Caring leaders possess an insatiable curiosity about the people they lead, seeking to understand their team members' strengths, weaknesses, aspirations, and challenges. This genuine interest in others is a trait often overlooked when promoting high-performing individual contributors to leadership roles. Just as you never see a coach take the ball during a game, great leaders in the workplace step back and create opportunities for their team to do their best work. Space and support build trust.

One thing I’ve seen to be helpful is resetting and rebuilding. Having integrity and being transparent allows people to know that you can be trusted. This is the way to a new pathway in this area.

Look at “What’s STRONG with us?” It’s easy to fall into solutions mode and try to figure out what is lacking. Yet what if we first start with acknowledging and celebrating what is going strong? How would that shift the questions and the practices that we would like to bring forward? When we look at situations from a “salutogenic” perspective we take in what is supporting the wholeness and fullness of the field. What is already going strong and how can we amplify these can take us into different opportunities rather than the usual pathogenic, problem-focused lens that we view and assess things from.

it’s crucial to first identify the psychological hazards that might have caused this through anonymous surveys, one-on-one meetings, and observation. Then it’s important to consider small actions that promote psychological safety. These actions involve open communication, creating an inclusive environment, clarifying roles, facilitating team-building activities, and fostering a culture of constructive feedback. Resolving conflicts with trained mediation and regularly assessing the impact of these strategies are also essential. These steps help ensure team members feel safe and valued, which is vital for rebuilding trust and enhancing team dynamics.

Qualquer que seja o tempo de casa atual do líder, ele precisa passar a ter comunicação aberta, envolver a equipe nas estratégias e planos do negócio, pedir opinião sobre possíveis ações para os diversos problemas do negócio e delegar ações de mitigação e prevenção para solução dos mesmos, sempre suportando a equipe para que se sintam apoiados. Com isso se inicia um processo de aproximação que vai gerar confiança e engajamento. Este comportamento é a base da liderança lean.

Sometimes it has to do with issues from the past such as toxic leadership or work environment. When this occurs it takes time and concentrated effort to overcome the issues and build that trust. I took a position in a work environment that had been very toxic. Leadership was working hard to change things. It took about two years. Patience and consistency was key.

Trust & Rapport are the base of any type of connection, and problems in this area often start from a dramatic lack of "You Can Do It" attitude. When dealing with a destructive & hostile relationships, it's easy, all you need to do is interrupt & replace. But when your team feels persecuted with the fear of not trusting their abilities to meet each other's expectations, then it is more delicate because not only are you dealing with very valuable assets who could be rare to come across, but also facing the risk of them quitting because they do not feel they've got what it takes, or receive what they deserve if they did their best. Coaching is the secret here. Do not teach them how to do their job, reward & remind them how good they are at it