Você quer se tornar um líder melhor. Como você pode construir uma equipe que confia em você?

Leaders who are transparent about information, their strengths and opportunities, and support others to do the same, help foster trust. Being vulnerable without the consequence of someone throwing you under the bus is necessary for trust-building. Creating a safe and courageous space to do all of this is key!

To be trusted one needs to remain human and not act above all. We are all playing our roles and each one is important. When one remains on the ground with everyone joining hands to do things with the team, it automatically creates trust. It's simple, give and get respect.

What seems so easy can be difficult - being authentic. It makes life so much less complicated when you are yourself, when you own your mistakes, communicate transparently and not only show, but are willing to discuss your weaknesses with your team. People can sense when you are being authentic and that is when you get the ultimate bonus, you've built trust! #trust #authentic

Being an authentic leader is fundamental to me. If our goal is to build effective teams, we need to encourage everyone to be open and honest with each other. That starts with us leading by example. Be open and willing to share what you know, humble and curious to understand what you don't, and leave your ego at home. Leading by authenticity is not about laying out every little flaw, mistake, worry to your team. It is about how these flaws/ mistakes/ worries can be an opportunity to drive mutual learning and progress for oneself and for the team.

Prioritize transparent communication, lead by example, and demonstrate consistency to build trust with your team. Encourage collaboration, provide constructive feedback, and acknowledge individual contributions to strengthen leadership and team dynamics. Foster an environment where team members feel heard, valued, and supported.

En mi experiencia, ser comprensivo implica escuchar profundamente. Un líder que se limita a "entender", puede quedar en una escucha superficial. La comprensión tiene una enorme dosis de empatía, reconocimiento, es una habilidad que contiene, apoya y abre una puerta al futuro que en equipo han declarado. Por lo tanto, mi invitación es a COMPRENDER, reconociendo al otro, legitimándolo, y ofreciendo recursos para revisar y redefinir de manera flexible.

Encourage Team Input: Involve your team in decision-making processes when appropriate. This gives them ownership and demonstrates trust in their expertise. Celebrate Team Wins: Recognize and celebrate achievements together. This creates a sense of unity and accomplishment. Promote Open Dialogue: Create an environment where team members feel comfortable sharing ideas, concerns, and feedback without fear of judgment

To 'be supportive', you can practice patience, compassion, empathy, understanding, acceptance, emotional co-regulation, providing constructive feedback, encouraging and empowering others to grow and learn.

Auch hier gilt: Unterstützung ist dann hilfreich wenn sie dort ansetzt - wo ein anderer wirklich Unterstützung braucht. Daher ist vorher wesentlich herauszufinden was versteht der andere unter Unterstützung einer Führungskraft.

La idea de ser empático no es otra cosa que escuchar a las personas y comprenderlas, saber su situación y conocer sus motivos. Esa comprensión genera compromiso.

Some leaders take responsibility... I mean really take responsibility. Those leaders earn trust. The leaders who do not take full responsibility show a lack of confidence, disregard for their teams, and appear to blame others. None of this instills trust. Take ownership. Take responsibility!

Ser responsable .. Ser Congruente... Dale alas a tu Equipo y el responderá. Asumir responsabilidad es una Cualidad de Líder. Siempre mirando y apoyando.

Walk the talk, by doing that you are giving them example and taking responsibility. It means, you are prepare to accept failure from your team, as success.

Según mi experiencia, la responsabilidad como Líder radica en tres pilares: 1. El cumplimiento de los objetivos de la empresa en el rol que desempeñamos con el equipo de trabajo. 2. El desarrollo de competencias, de habilidades y evolución de los miembros del equipo. 3. Procurar el bienestar del equipo, y que las condiciones de trabajo sean las idóneas para tener colaboradores que se sientan escuchados, apoyados, cuidados, respetados y sostenidos por un Líder que les acompaña en su crecimiento y desempeño laboral, pero que también escucha y atiende sus necesidades. El rendimiento de cuentas y el hacerse responsable de los resultados, pero también promover que cada miembro se haga responsable de sus metas.

Lead by Example: Model the behavior you want to see in your team. If you value punctuality, be punctual yourself. Keep Commitments: If you make a promise or commitment, follow through. This builds credibility and shows reliability. Be Fair and Just: Treat everyone on the team with fairness and equality. Consistent treatment builds trust and avoids favoritism.

An effective coach and leader fosters curiosity within their team by embodying curiosity. To cultivate a mindset geared towards growth, it's essential for coaches to guide their teams through the resolution of intricate issues not by supplying solutions, but by aiding them in developing their problem-solving skills.

Provide Development Opportunities: Offer training, mentorship, or resources to help your team members grow in their roles. Acknowledge Achievements: Recognize individual accomplishments publicly. This shows you value their contributions. Offer Constructive Feedback: Give feedback in a constructive and supportive manner. This helps team members improve and shows you have their best interests at heart.Express Gratitude: Regularly thank your team for their hard work and dedication. Gratitude builds morale and shows appreciation. Highlight Team Efforts: Give credit where it's due. Acknowledge the collaborative efforts that lead to success.

There is a subtle difference between being curious and being interested. Being curious is about us, as in I want to know more about x and y, and one may get directive if what I am hearing is not what I want to hear. Being interested is about you or them, as in I am interested in where your thinking may go, and being happy and comfortable for it to go in the direction you may take it. It is subtle, and the speaker will feel the difference.

Aus meiner Sicht ist das der wesentliche Punkt einer Führungskraft: neugierig zu sein. Neue Methoden und Tools auszuprobieren und den Teammitgliedern zu ermöglichen andere Wege zu gehen.

Conoce a las personas, no solo en la parte profesional sino también en al personal, así los comprenderás mejor y sabrás muchas veces las razones de sus acciones.

Being humble feels like the difference between telling others what to do, versus being of service to the other. For me, the primary role of any leader and manager is to support those in as many ways they can to get the most out of them, such that they are more easily able to be of service to those who report to them and so on, right up to those who serve the Customer.

La humildad es la llave maestra para poder desarrollar un liderazgo efectivo. Es la llave que abre la puerta a aceptar y recibir diferentes perspectivas, puntos de vista, ideas innovadoras aunque resulten incómodas y sobre todo, es la llave que abre la puerta a la vulnerabilidad de decir “No sé” y apalancarnos en el equipo para construir juntos. También es la disposición que nos permite vivir en un estado de ánimo de asombro, de sorpresa para abordar las circunstancias que al equipo le toca atravesar, sabiendo que por más inesperado e inoportuno que sea el problema, hará crecer al equipo

La Humildad es clave, y es algo que se cultiva a diario. He tenido la fortuna de conocer Grandes Líderes y son súper humildes. Condición que no puede faltar.

One thing that John Maxwell has always emphasized on is the ability to address the variance in the leadership level of the team members. For a leader to speak with influence and impact, he/she has to possess the humility aptitude. By employing compassion through communication, a leader can decipher which level of leadership the team member is at. This way trust can be established. Then over the course of the time they’ll both be interacting, leveling up will be inevitable. Thus, for trust to be earned, a process of detachment from the previous level should be employed. This entails the ability to shed away from the current identity and step into the uncharted water of the next level of leadership.

Get to Know Your Team: Understand their interests, strengths, and aspirations. This helps you tailor your leadership approach to their needs. Show Empathy: Be understanding of personal situations and challenges. A compassionate leader builds strong bonds with their team. Create Opportunities for Bonding: Organize team-building activities or casual gatherings. Personal connections foster trust and collaboration.

Trabaja para ellos. Se piensa que se trabaja para el jefe pero un buen líder trabaja para su equipo, los conoce y busca formas de hacer más sencillo y feliz su lugar de trabajo.

In my experience, I've witnessed that leader was taking not a popular approach and putting the skin into the game. On the other hand being curagious comes to experiencing uncomfortable, meaning such practise like -a hot seat. Answering questions of the team is an act of courage and vulnerability.

Allowing people to feel psychologically safe is key. Telling your team members how you got to where you did is a great way to begin building a bond. Through your stories express the importance of open communication and practicing vulnerability. Ask your team to always come to you for advice and also assign them to a buddy at work. I’ve always felt like true team bonds come when your team members know you’ve got their back no matter what. If they make a mistake, you’ll be there to support and “protect” them instead of not taking any accountability. Lastly, respect, respect, respect. Mastering civility will foster empathy and appreciation.

Considero que elemento crucial es interesarte por la persona, qué hay detrás de las horas laborales, su familia, sus intereses, sus gustos y miedos, y estar dispuesto a apoyar en esa parte tan importante; cuando el otro se interesa en lo que es importante para ti, se crea un puente de compromiso mutuo, tú me cuidas y yo te cuido.

I am not sure I have anything new to offer; the current contributions say it all. If you genuinely want to help others succeed and grow, most of this will come naturally. Be there for them, be yourself, and keep the end goal in mind—people are your greatest asset; treat them as such.

Communicate clear expectations (for you and them so everyone knows) and be self-integral. Being self-integral means doing what you say you're going to do. Trust is built faster when others see and notice that you keep your word - every time. People recognize and see patterns. This includes observing someone who always does what they say they're going to do. It builds trust and credibility.

Wenn Sie sich als Führungskraft ein Team wünschen, dem sie bedingungslos vertrauen können, dann fängt der Vertrauensprozess bereits bei Ihnen selber an. Wo vertrauen Sie sich womöglich nicht oder nicht genug? Beobachten Sie sich im Umgang mit ihrem Partner, ihren Kindern, ihren Kollegen und Chefs. Wenn sie in einer Situation das Gefühl haben ihrem Gegenüber nicht voll und ganz zu vertrauen, dann ist dies immer auch ein Spiegel für Ihren inneren Zweifel bzw. Ihr Misstrauen. Dahinter liegen oftmals Glaubenssätze oder Erfahrungen verborgen, die es gilt aufzulösen und ins Vertrauen und in den Frieden zu bringen. Dadurch kann dann ein liebevolles und vertrauensvolles, offenes und ehrliches Miteinander werden auf Augenhöhe.