| To be successful as a manager it is important to | | | | Managers need to set moral values for the work |
| develop a relationship with the team that is based on | | | | place. Teams with common ethics are healthier, more |
| trust. When employees trust and respect their | | | | productive, adaptable, responsive, and resourceful |
| manager they will give special effort especially when | | | | because they are united under one common value |
| they feel trusted and supported. | | | | set. |
| Employees rarely excel under the punitive thumb of | | | | Keep Your Word |
| someone they do not trust and who they feel does | | | | Do what you say you will do and make your actions |
| not trust them. Without trust productivity suffers as | | | | visible. Team members quickly pick up on insincerity |
| team members play politics, spend time covering | | | | and broken promises. Visibly keeping commitments |
| themselves and being compliant to dictates that they | | | | will foster trust. If a manager neglects to make |
| know are counterproductive. Lack of trust affects | | | | actions visible to the team it can create the |
| morale and customer satisfaction as the employees | | | | impression/perception that they don't follow through. |
| shift energy and focus from working on real life | | | | Keep Interactions Consistent and Predictable |
| issues that affect customers to resentment and | | | | Building trust is a process. Trust results from |
| dissatisfaction towards management. | | | | consistent and predictable interaction over time. If a |
| Effective Communication | | | | manager responds differently from week to week it |
| Managers who communicate openly and frequently | | | | becomes harder to trust him or her. |
| build relationship and trust with the team. They should | | | | Set the Tone for the Future from the Beginning |
| not make team members guess what they're thinking | | | | The initial actions of the manager establish norms and |
| but should tell them. Employees can feel that no | | | | expectations. A manager should lead by example. |
| news is bad news. A lack of interaction erodes trust. | | | | Be Accessible and Responsive |
| Face to face interaction is the best method to build | | | | Find ways to be regularly available to team members. |
| trust. | | | | When interacting, be responsive. Unresponsiveness |
| To get Trust Managers Need to Give Trust | | | | causes unease and distrust. Be action rather than talk |
| It is important for a manager to create an | | | | oriented. Don't just think about taking action-do it! |
| environment of trust. This begins by trusting others. | | | | Maintain Confidences |
| It is more effective to assume employees are | | | | Team members need to be able to express |
| trustworthy unless they prove otherwise rather than | | | | concerns, identify problems, share sensitive |
| waiting to give trust when they haven't earned it. As | | | | information, and surface relevant issues. It is |
| team members come to feel they are trusted by | | | | important early on to get agreement as to how |
| their manager, they will find it easier to trust in return. | | | | confidential data will be handled. |
| Be Honest | | | | Watch your Language |
| Honesty is a very important factor that affects trust. | | | | It is important that a manager's language does not |
| Managers who demonstrate openness about their | | | | imply "us" or "them". Terminology should be easy to |
| actions, intentions and vision, soon find that people | | | | understand. Leaders should stick with business |
| respond positively to self disclosure and sincerity. As | | | | language and not use strong or vulgar language. |
| a manager share good and bad news openly. This | | | | Create Social time for the Team |
| can eliminate gossip and diffuse inappropriate politics. | | | | A lot of trust and confidence is built through informal |
| Great managers know that they are not perfect and | | | | social interaction. Successful managers ensure that |
| they make mistakes. It is better for a manager to | | | | social opportunities happen regularly. |
| admit mistakes rather than ignore them or cover | | | | Building trust with employees is critical for creating an |
| them up. A cover up (perceived or real) is probably | | | | effective team that works well together. Taking time |
| the greatest single enemy to trust. | | | | to build trust will reap benefits for managers that last |
| Establish Strong Business Ethics | | | | a long time. |