How do you earn the trust of a team?

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.

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.

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.

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.

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.

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.

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

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.