Behavioral

How do you earn the trust of a team?

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Anonymous

4.2Exceptional
Earning the trust of a team is essential, especially in a senior role where others look to you for guidance and support. I focus on a few key principles to build and maintain that trust:

First, I lead by example. I believe that consistent, high-quality work and reliability are fundamental to earning respect. When I commit to something, I make sure to deliver on time and to the best of my ability. This sets a standard for the team and shows that I’m dependable.

Second, I prioritize open and honest communication. Whether it’s sharing project updates, discussing challenges, or giving and receiving feedback, I always strive to be transparent. This creates a culture where team members feel comfortable communicating with me, which is crucial for trust.

Another important aspect is supporting and empowering my team members. I’m always available to provide guidance and help them overcome obstacles, but I also encourage them to take ownership of their work. This not only helps them grow but also shows that I trust their capabilities.

Consistency and reliability are key. I make it a point to follow through on my commitments and be a steady presence in the team. Over time, this consistency builds trust, as my team knows they can count on me.

Finally, I treat everyone with respect and empathy. Understanding and valuing different perspectives helps create a supportive and inclusive environment where everyone feels valued.

By adhering to these principles, I work to create an environment of mutual trust and respect, which ultimately leads to better collaboration and a stronger team.


Anonymous

4.8Exceptional
Earning the trust of a team is crucial for effective collaboration and leadership. Here are some key strategies to build trust:

1. **Communicate Transparently**: Be open and honest in your communication. Share information freely and avoid hiding important details.

2. **Listen Actively**: Show genuine interest in others' ideas and concerns. Actively listen to their perspectives and feedback.

3. **Be Reliable**: Follow through on your commitments. Consistently deliver quality work and meet deadlines.

4. **Show Competence**: Demonstrate your skills and knowledge in your role. Be willing to help others and contribute to the team’s success.

5. **Respect Others**: Treat team members with respect and dignity. Value their opinions and recognize their contributions.

6. **Be Supportive**: Offer assistance and encouragement when needed. Show empathy and understanding towards team members.

7. **Admit Mistakes**: Everyone makes mistakes. Acknowledge your own mistakes and learn from them. This shows humility and builds credibility.

8. **Build Relationships**: Foster positive relationships with team members. Take the time to get to know them personally and professionally.

9. **Empower Others**: Delegate responsibilities and give team members opportunities to grow and showcase their abilities.

10. **Consistency**: Be consistent in your behavior and decisions. Avoid sudden changes that can erode trust.

Building trust takes time and effort. By demonstrating integrity, competence, and genuine care for your team, you can create a positive environment where trust can flourish.

Anonymous

4Strong
The best way to earn the trust of your team is to make sure you are reliably making their jobs easier. You need to talk to your coworkers and listen to them so you can understand what their jobs are and what problems they face or at what places can you step in to make their lives easier. You want to make sure that you are not giving them extra work by being part of the team.
A great example is when I was at a previous company I was in charge of assisting with importing new job listings into our system. Whenever the jobs get imported another coworker of mine would need to manually locate those jobs in the system to make sure that they imported properly and get the relevant job identification ID to link that job to specific candidates. They told me that they needed to wait around half an hour sometimes for the job to actually show up in their search for them to be able to find the job ids. To assist them I edited my import script to get them the job Ids back immediately so that they would not need to wait. This saved them around half an hour of time every time they were importing new jobs.
I was only able to make that improvement because I listened to my coworker and understood what problems she was facing.

Anonymous

4.6Exceptional
  1. Connecting with them at personal level
  2. I have tried to connect with each team member at a personal level outside the scope of work, so we build empathy, good working relationship.
  3. Decision
  4. Leverage data (Qualitative, Quantitative) to rationalize decisions
  5. Make decisions quickly, but be open to changing it with new data
  6. Clarity in project goals and Communication
  7. Be clear on the target customers, their pain point and goal of the project
  8. Communicate the requirement, decisions etc. clearly to all the stakeholder and partners
  9. Ensure the teams have understood goals, scope clearly
  10. Involving the team early in the project and getting buy-in
  11. As PM, I would focus on the What and why part of any initiative. I’ll engage my team early on to give them full business context
  12. We’ll work together to come up with a solution or ‘How’ part of the initiative.  Team should feel appreciated for their expertise which in turn makes them to be vested in this
  13. Accepting mistakes openly, learning and fixing it
  14. PMs operate under a lot of ambiguity. As such, they are bound to make mistakes with few decisions.  I would accept my mistakes openly with the team and acknowledge the impact of it on the team.  I’ll be open to accepting suggestions on how to get better at avoiding such mistakes in the future.
  15. Showing honesty and vulnerability builds better team dynamics
  16. Encourage participation and open communication
  17. I’ll encourage team members to air their opinion and ideas etc. without hesitation
  18. As a team, I would encourage all of us to ‘disagree, but commit’ to the decisions we made as a team.
  19. Defending/Supporting team’s decisions
  20. It’s important that the team feels protected when taking risks and decisions are challenged by leadership. As a PM, I’ll stand by my team and defend our decision.
  21. I’ll own any mistakes with the decision, rather than blame the team
  22. Working together as ‘We’ to solve challenges and give them the due credit
  23. I’ll ensure the team get its due credit for delivering value to customers, instead of hogging the limelight
  24. Accepting mistakes or flaws, but working together to solve them to reduce the risk to deliverables
  25. Team members are bound to make mistakes that might result in delays or customer complaints. Instead of pointing fingers at them, I’ll be empathetic of the situation and work with the team to resolve the concern quickly and come up with a solution to avoid those mistakes in the future.

Anonymous

4.4Exceptional
My approach to building trust with team members, especially cross-functional team members is to first build a strong working relationship. When onboarding to a new team, I prioritize setting aside time with each team member to introduce myself, ask about their preferred style of collaboration, and learn about the work they are actively doing. In turn, I also share more about myself, my past work and approach to collaboration. Once a relationship is established, I work hard to maintain these relationships through frequent check-ins and communication, actively involving team members in all relevant discussions, and asking for feedback. I believe it's important to make team members feel valued in order to strengthen your relationship and trust with that person.

Anonymous

4.3Exceptional
As the engineering manager, earn trust is the first step to build a high productive team.
To earn trust, firstly, I listen attentively and talk candidly. For example, 1:1 is the most critical thing for a manager to know his people. I let the engineer own the agenda, I put undivided attention for their speaking. To help me understand deeply, I may ask questions for clarity. I also open for their feedback. When talking issues, I am talking transparently and revealing my real feelings.  I communicate with purpose and clarify. I provide reason and context behind decisions.
Secondary, to earn trust of the team, I treat others with respect. I learn the unique strength of each people and empower them to be their best. I also self-critical, I am willing to admit the mistake or change the mind based on new information.
Thirdly, to earn trust as a manager, I need to advocate for the team, and  always close the loop. For example, recognize a team member's achievement in shared Slack channel, in status report or other big team meetings. Following up action items, address concern from team members during 1:1 or other meetings, make sure the issue is addressed.
Lastly, be the role model. Lead by example, the actions speak louder than words.

Anonymous

4.2Exceptional
To earn trust within a team, I believe it’s important to start with a small, achievable task and deliver a high-quality result on time. Once I’ve proven that I can deliver reliably, I gradually take on more complex tasks, building credibility along the way.
Equally important is asking the right questions and actively participating as a team member. At XYZ, when I joined a new team, I gained trust by ensuring that we only committed to tasks we could realistically deliver. Once we met our goals, I took the initiative to showcase our accomplishments to leadership, highlighting the team’s impact and visibility.
By consistently delivering results and advocating for the team, I was able to earn the trust of both my teammates and leadership.

Anonymous

4.2Exceptional
Earning trust is not easy, but it is certainly achievable.
I experienced this when I joined my last team. The entire team consisted of long-time members who had been on the project for 8-10 years and had a deep understanding of the system. On the other hand, I was new to both the team and the OTM/GTM module, which I had never worked on before.
In the initial days, I focused on listening and observing during meetings. I made it a point to understand each team member's way of working and their perspectives. I also put in extra time outside of work hours to learn the system so I could start contributing effectively.
Once I began offering valuable and actionable feedback, the team started to trust me. To build trust, I believe it’s important to:
  1. Understand the system thoroughly.
  2. Listen actively and respect others' inputs.
  3. Contribute and ensure your feedback adds value.
By doing these things, I was able to gain the trust and confidence of my team.

Anonymous

4Strong
The best way to earn the trust of your team is to make sure you are reliably making their jobs easier. You need to talk to your coworkers and listen to them so you can understand what their jobs are and what problems they face or at what places can you step in to make their lives easier. You want to make sure that you are not giving them extra work by being part of the team. As a team lead its my responsibility to ensure any issues in the team is handled and making sure team is running smoothly.
A great example is when I was at my previous company as a team lead when I heard the feedback from people across the regions that they are not able to access the latest known TE\UE issues and some teams wait until  next day to get the updates from US team. As a lead  I need to make sure all the results data and known issues list provided to global team regularly by using Jira\Dashboard reporting system.I took in charge of providing this data regularly to our global teams .  This saved them around 12-24 hour of time every time they were checking new issues.
I was only able to make that improvement because I listened to my team and understood what problems they were facing.

Anonymous

4Strong
in the past program, working with a team of 30 people, including partners, customers and consultants, I earned their trust by being hones and transparent, I asked about their opinions and showed interest in their ideas, while being data-driven, and making sure we created an environment of psychological safety. I used a adaptive leadership style, starting with a more transformational, driven approach, ensuring we were working towards the best possible business outcomes, and then, when the team was performing, I moved to a more coach-style, enabling leadership style, helping them grow further in their role and taking on more responsibility. That is one of the things I enjoy the most of this job, working with others, learning from them, disconfirming my believes and also sharing my experiences.

Anonymous

4Strong
I prioritize transparency regarding team vision and goals, keeping everyone informed about developments outside the team. I hold regular 1:1 meetings that include relevant action items for both of us. I provide constructive feedback while also asking for feedback in return. I clearly communicate my expectations and focus on helping team members grow in their careers by assigning work based on their interests and passions.  Recently I have one example to share in case of promotion case. As employee is eagerly grow to next level, I helped him in building promotion case , helping the relevant material to add and asking right people for the feedback etc. But unfortunately it could not go through because of some of the key evidence does not exist as per values of the company. Regarding this we also had discussed in our previous 1:1's. Later I had a very tough 1:1 to discuss the promotion feedback and make him ready for next round of promotions.

Anonymous

4Strong
One of the first things I do when I form a team is to ensure psychological safety. The core team takes some time together to draw up a social contract. This list each members working style, likes, dislikes, pet peeves, super powers etc. Each member is free to provide as much or as little information as possible. This breaks the ice within the team and makes it easy for ach of us to know each other a bit more better. Few other rules I have are no senior managers or executives in retros, talk about the issues not about the person, help me to help you, "I don't how to do this" is not a competency issue but a call for help etc. All these helps breaking communication barriers and ensure transparency thus establishing trust within the team.

Anonymous

4Strong
As a new transplant, my primary goal is to avoid being a blocker for the team. To achieve this, I prioritize quickly getting up to speed by thoroughly reviewing all relevant team documents. This helps me understand the current state and identify areas where I can immediately make an impact.
Once I've identified where I can contribute, I focus on helping the team move forward and gaining their buy-in. For example, at XYS, I actively participated in meetings and leveraged my transferable skills to add value. When the team needed metrics to measure performance in the legacy system, I provided insights and solutions, which helped build trust and demonstrate my capability.
This approach allowed me to gradually gain the team’s trust and eventually take on a leadership role. The key lesson I learned is to start small, execute well, establish a network, and build on that foundation.

Anonymous

4Strong
To Earn trust you need to start and execute small and build relationship on that over time. At Auctane, when I joined the company - I inherited a small team, my first initiative was to build relationship with the team members and figure out who are the decision makers. I actively participated in meetings and started contributing in ways to move the needle. For e.g when the team had missed some of the metrics, i pointed those to be incorporate so we get a better understanding of our systems. In the subsequent weeks I learnt about the strengths of my team and tried to put my team members in the best possible position to succeed.

Anonymous

3.8Strong
The way I would go about earning trust in a team would be to first contribute from my side and tell the team what I am thinking. This will show my interest and that I am not going to just sit around doing nothing. After showing that I am willing to contribute and talk with each team member on a personal level to get to know them, I believe I will earn their trust.

Anonymous

3.6Strong
לזכות באמון של הצוות כמנהל מצריך שילוב של מספר דברים יחד: 
1. להקשיב למה שיש לאנשים להגיד. זה מאד חשוב לתת לאנשים להתבטא ולהעביר מסר לצוות שכל דעה נחשבת. להבין את הרציונל מאחורי הדעה שהוצגה ובמידת ואני לא מסכימה איתה, להציג את ברציונל מאחורי הדעה שלי. לא להנחית החלטות ולא לייצר מצב שאנשים לא רוצים להציג את דעתם. זה הופך עובדים לרובוטים וזה הדבר האחרון שרוצים, בטח במנהלי מוצר 
2. לשתף את העובדים שמה שקורה בארגון, לספר להם על האסטרטגיה, לחשוף אותם להחלטות, להסביר את מאחורי הקלעים כדי שיוכלו להתחבר ולהבין 
3. לעזור לעובדים לפתור את הסוגיות והבעיות שיש להם מול ממשקים כדי שידעו שאני מגבה אותם ועוזרת להם כשנדרש לקבל את המטרות והמשימות שלנו
4. להתעניין בחיים האישיים שלהם, בטוב טעם כמובן... להראות אכפתיות אמיתית כלפי הבריאות, המשפחתיות והחיים האישיים שלהם


בנימה אישית, כשנכנסתי לתפקיד, היו מספר אנשים שעבדו תחתיי שרצו את התפקיד שלי וקיבלו אותי בצורה מאד עוינת יחסית. עם הזמן הם למדו שלא באתי לפגוע או להקטין אלא להעצים ולתמוך בהם ובקידום המשימות היעדים שלנו יחד. היום אני מרגישה שיש לי מערכת יחסים מצוינת עם כלל העובדים והממשקים שלי בארגון. אני מקבלת פידבקים רבים בנושא ומרגישה שזו אחת החוזקות שלי. 

Anonymous

3.6Strong
I would want to start by understanding my role on the team - how specifically I am working to help my teammates, what teammates I am going to be collaborating with, etc. This would take the form of a short discussion with the team where I can pick their brain of what they're looking to improve and what can be improved in the team's functionality overall.
Once I understand my role, it is time to start executing on my responsibilities. From a technical side, familiarize myself with all procedures if I haven't already. I am a strong believer in letting my actions speak for themselves rather than words, which don't often have firm backing behind them. By working diligently on my responsibilities and reaching out to others if I have a pressing question that I've taken time to think about myself, I will be able to earn their trust.
For example, if I was working on a fixed income desk, I would speak to fixed income traders/researchers and understand what they are looking for me to do in order to aid their daily business, and strive to work towards that while adding/changing responsibilities as I see fit.

Anonymous

3.6Strong
Firstly, I will be learning each team member's strengths and areas of expertise. Without understanding the team there is no gaining of trust. I am going to be very communicative in what I do and why I do it, both within the team and outside of it, so the team understands the reasoning behind my actions. By showing the team that everything I do is for the benefit of the team and the wider company, this will ultimately earn the trust of them.

Anonymous

3Strong
Myself would be a best example how to make trustful interactions between co-workers. I respect each one in the team. For instance, in team call, I'll will seek each one suggestions and feedback and I never reject others opinion. Analysis it and if it is good, accept it and appreciate them.

Anonymous

2.8Fair
you earn the trust of your team by openly communicating issues , being trustworthy and having their back no matter the situation

Anonymous

2Fair
Firstly, if I want to earn trust to in team, I should make myself trustable, work hard, be kind of , and stay professional. Then I should more commuits with team members that I can family with them and let them know I worth to be trusted. Finally, I think keep doing right things, if I try my best to make all staffs which I response for have a good quility, i can earn trust in a team

Anonymous



  1. Set motivating goals. ...
  2. Let your people decide how they do their work. ...
  3. Use job crafting. ...
  4. Be open and communicate often. ...
  5. Build genuine relationships. ...
  6. Encourage personal and professional growth. ...
  7. Show vulnerability, while maintaining credibility.
  • How do you earn the trust of a team?
  • What are the steps to earning trust in a team?
  • In order to build trust with a team, how do you get started?
  • Where do you begin earning the trust of your team members?
  • How do you go about earning trust in a team?
  • Can you describe your approach to building trust with your team members?
  • What are some methods you use to establish trust with a new team?
  • Could you walk me through your process for gaining the trust of your colleagues in a team environment?
  • What do you think are the key factors in establishing trust with your team, and how do you implement them?
  • How have you built trust with past teams, and what steps did you take to make that happen?
  • In your opinion, what are some of the most important behaviors or qualities for gaining trust within a team, and how do you display them?
  • Can you share a time when you had to work to earn the trust of a team, and how you went about doing that?
  • What strategies have you found to be effective in earning the trust of your team members, and how have you implemented them?
  • How do you ensure that you maintain the trust of your team members over time, and how do you rebuild trust if it is lost?
  • What do you think distinguishes leaders who are successful in earning the trust of their team members from those who are not, and how do you embody those characteristics?
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Interview question asked to Sales Engineers, Software Engineers, Technical Program Managers and other roles interviewing at Ceridian, Ericsson, Duolingo and others: How do you earn the trust of a team?.