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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.

I document all the principles and discuss with each members in the team. I requested to them to provide their feedback. If they have any concerns, I personally meet and make it clear. 

In my last role I had to make a UX decision about the product that will balance functionality for the user without compromising performance. After testing a few options and validating it with internal stakeholders I released the updated UX, but then the CEO (who was a heavy user of the product) was against that change. I saw down with him and explained my reasoning and the process that I took to validate the solution, and gave him the option to try it himself on an early version. Once he saw the big picture he agreed that my solution was the right approach, but asked that next time I will consult with him before releasing changes like this. 

I was having a team member, who was technically strong, but when it came to gelling with the team members, he was having problems. His comments/feedback for the technical artefacts, or for ones understanding of a problem, was showing people in a bad light. Team members were apprehensive, working with him. People started to unplug themselves while that person was around. I could sense that, the team’s engagement had started to wane. If that had continued, we were at risk of losing that person from the team.

I initially un-plugged him from the team discussions and meetings and started to have a daily sync-ups with him. Sensitised him about working as a team and how successful teams thrive in the organisation. Made him enrol for some trainings like - Seven habits of highly effective people. Recommended that training mainly because of the focus it lays on - personal change, collaborations with the team etc.

Then he started to show empathy towards the team members, started to mingle with team, started to give constructive feedbacks for the technical contributions and started to show respect to the fellow team members. The bridge that was created, started to disappear. And we finally made him part of all the discussions and meetings and today, he is one of the go-to person in the team.

In 2022 one of the representatives I worked with was planning a one month long Power and Video evaluation. Before the evaluation was going to begin I was informed that he would not be able to cover because he was going out on medical leave to have heart surgery.

At first I was very concerned because there a lot of moving parts to an evaluation of this nature and magnitude. You have to know the surgeons preferences and technique, competitors instruments, various surgical procedures, and what instruments are compatible with other competitive instruments. I was going to be taking the lead on this with very short notice and not much time to plan before he was departing for medical leave. We sat down and meet everyday for a week and went over all the inventory ordered, surgeons, and procedures. I had every surgery day planned for.

When the eval started I got there an hour before the cases started to setup the room and make sure all the capital and disposable equipment was ready. I introduced myself to the surgeons before each case and stood in all the cases where our equipment was being used. After each case I would address any questions, comments, or concerns the surgeon had and ask for their support to move forward with purchasing the equipment.  After the day was completed, I ensured all the equipment was properly put away, sterilized, and ready for the next day.  I’d go back to the hotel, make notes on the day, and review my notes for the next day. I did this Sunday through Thursday night for 4 weeks.

When the 4 week evaluation concluded I gathered all the feedback from surgeons, addressed any concerns, and reinforced the positive feedback and once again politely asked for the business.

I was responsible for sending back all of the equipment so I spent a few extra days gathering equipment and ensuring nothing was left behind.

A few months later we found out that the surgeons really liked our equipment and we were awarded the power contract. That contract was the largest for that year and I was personally thanked in our monthly newsfeed by our CEO for my efforts.