3 Tips to Build Trust as a New Manager
If you are a new manager, be aware that you are the “change” in the room and, like all organizational change, you are apt to encounter some levels of both fear and resistance. We know from decades of designing and delivering customized new manager training programs that your new employees will have to be coaxed to come on board, share your vision, and work collaboratively as a team. It will be up to you as their new supervisor to assuage their concerns that you “won’t hiss.”
How? By earning their trust.
Trust is basically the absence of fear. You want a high performing team that can depend upon you and rely upon their co-workers. Especially when the going gets tough, you need employees who are willing to work hard and take a risk because they know that you and the team as a whole have their back. They depend upon the team’s behavioral code of mutual respect and integrity. When you are part of a team that is founded on trust, work is much more satisfying and engaging. Even more, according to a study conducted by Imperative Research, companies with high trust “generate 2.5 times the revenue” of low trust organizations.
Here are three tips from new manager training on how you as a new manager can go about creating trust…
- Establish a Common Purpose
We know that strategic clarity accounts for 31% of the difference between high and low performing teams. As a new leader make sure that you and your team have clear, believable and implementable answers to the following key questions:
- What is your goal as a team?
- How does that goal align with the overall company strategy?
- How will team and individual success be measured and rewarded?
- Who is responsible for what?
- What do you need from each team mate to succeed and what do they need from you?
Everyone wants to feel needed and have a role in making a difference. Articulate the reason your company (and by extension your team) exists. This answer to “why” needs to go well beyond making money. Perhaps your work improves the environment, or puts people in touch with one another, or simply makes life easier. Your purpose will give meaning to the work you all do and help keep your team focused on larger and more worthy goals than simply getting through the day.
- Define a Code of Behavior
What are your values as a team and how do you expect team members to behave? Work together to define your organizational culture and your standards of behavior. You should not need a long list of rules and regulations. Rather, your values should be simply stated and act as guidelines for the way you treat one another, the way you make decisions, and the way you interface with customers. Values, such as being accountable and taking responsibility for one’s actions or focusing on what can be done rather than what can’t, can keep you all on track and moving in the same direction. Of course, as a new manager you should always model the agreed-upon code of behavior and reinforce it in others whenever you can.
- Establish Open Communication
In our latest organizational alignment research, the timely flow of information demonstrated the fourth strongest influence in terms of revenue growth, profitability, leadership effectiveness, employee engagement and customer loyalty. Managers who hold information close to the chest undermine trust. Secrets breed suspicion. As a new supervisor, keep your team well informed of what’s going on at various levels and in various departments in the company. And welcome suggestions for improvement or questions about procedures. By sharing knowledge and encouraging discussion, the team will gain confidence in your ability to lead.
In order to be effective, new managers need to build trust on their team. Only then can your team begin to work collaboratively and cohesively.
To learn more download The 6 Traps that Can Sabotage Your Success as a New Leader