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Earning the trust of a team is essential for effective collaboration and success. I approach this by:

1. Being Transparent: I prioritize open communication and honesty. For instance, during a project update meeting, I openly shared the challenges we were facing, which helped build trust among team members as they felt informed and included in the process.

2. Listening Actively: I make a conscious effort to listen to my team members’ ideas and concerns. When a colleague proposed a new strategy, I encouraged discussion and incorporated their feedback into our plans, demonstrating that I value their input.

3. Following Through on Commitments: I ensure that I meet deadlines and deliver on my promises. For example, when I noticed our team was at risk of missing a deadline on a key project, I took the initiative to reorganize our workflow, delegate tasks more effectively, and set up short check-in meetings. This allowed us to complete the project on time, reinforcing my reliability to the team.

4. Showing Empathy: I take the time to understand the individual needs and motivations of my team members. By being supportive during high-pressure times and recognizing their personal challenges, I create a safe space for open communication.

5. Encouraging Collaboration: I foster a team-oriented culture by celebrating collective achievements. After we completed a project successfully, I organized a small team celebration to recognize everyone’s contributions and strengthen our bond.

6. Being Approachable: I maintain an open-door policy, inviting team members to share their thoughts or concerns. This accessibility helps establish a friendly atmosphere where everyone feels comfortable engaging with me.

By implementing these strategies and sharing specific examples, I build a foundation of trust that strengthens team dynamics and enhances overall performance."

Team building activity is a crucial part of any project which ensures team members are open and well connected to each other and have a sense of empathy when they work on the project.

Team building activities improves team collaboration and improves trust within team which helps team for day to day activities and also improves project delivery as team is aware and understands other member. I always utilize company planned activities for team building activity and also try to come up with few approach  for retrospective meetings where we plan for new  games like 3 L's , emoji response, starfish which energize team and also helps team to connect and work in friendly manner.

Team building activities significantly improves team work culture and also helps them to enjoy work.

I recently took over a team from a different tribe, my approach was to observe what the team was doing and how I could best help them. 

One of the observations was that a team member was not contributing as much as was expected and ultimately was underperforming. I raised this with the previous line manager and he validated my concerns and said that he will likely get another developing in performance review and be put on a PIP. 

After some initial conversation with the individual, discussing what I've observed and how his not meeting expectations, I was pretty sure, this person was checked out and was likely heading for a difficult performance review

However, after some further discussion and people a relationship with that individual, they opened up and start to share their difficulties they were having. This then allowed me reach out the necessary teams to get them the support they needed. 

Utlimately, they proved me wrong, as due the the hard work with both put in, his on track for a good performance review 

I

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.

Knowing the history of a project is good but not a requirement to successfully deliver a project. The way to estimate the expected work, would be to understand what is the business problem and then understand who are the various stakeholders responsible for delivering the project. Here are a few bullet points:

1) Having a clear understanding of the business need:

· I once organized a session where we clarified ambiguous requirements, which reduced delays caused by misaligned expectations.

2) Are the business requirements completed?

· I’ve worked on projects where siloed communication created bottlenecks, so I established cross-functional syncs to break down barriers and complete the business requirements.

3) What tools are being used to track the project delivery? Jira, Azure DevOps etc?

· I kept on-going discussions with the lead scrum master to identify what types of meaningful dashboards would help us be transparent on the progress of the project.

4) Are the technical requirements signed off on?

5) How many stakeholders are assigned to the project? Both on the business and technical side?

6) Any on-going risks being tracked?

· There was a time when I flagged an issue with the data that would have become a significant blocker later on, but identifying it early led to active remediation steps.

7) When is the expected delivery?

8) List out all the tasks that are necessary to complete the project and expected timelines for each task.

· This step helped me in a project where there were tight deadlines and the project was complex with multiple unknowns. Having a tracker helped the team stay on track.

9) incorporate any existing blockers into the timeline as a risk table to assess how much work is required and when it is likely to be delivered.

I was once tasked with a project as a business analyst which had several business analysts who had worked on the project in the past leading to unsuccessful attempts in product delivery. When i was tasked to the project i started by meeting with people and understanding what was required for the project to complete. After a long series of meetings and understanding of what work is entailed and getting all my questions answered by the stakeholders and getting required sign off, I was able to ship the project.

During my career I manage a large number of projects, but one of the most challenging ones was the development and launch of a Telematic Control Unit for an important car maker in Japan. The project is important to me due to technical challenges we faced, the skills I applied and the impact on the company.

As Program manager my role was to lead a cross-functional team including Design Engineers, SW Engineers, Operations teams, Material procurement teams, quality and logistics, among others to successfully launch the product to mass production.

First, I kicked-off the project. For that, I shared with the team the project scope, the goals to achieve, I shared the project plan with key milestones and defined the roles and responsibilities for the different team members.

During execution, to maintain a clear communication, I set up design review sessions with the entire engineering organization to ensure everyone was aligned and fixing potential issues in advance. Besides, I led a weekly core-team meeting where we assigned tasks to team members, and setting clear deadlines for each task. To make these tasks easier to manage, I made sure tasks were broken down into manageable sizes with clear descriptions and acceptance criteria. This helped the team to stay focus on their deliveries and maintain speed.

Another important part was to manages Risks. I worked with the team to identify and classify possible risk that might impact to the project deliverables. We defined a Risk matrix to monitor during the development process, and also a project board with the main KPIs to achieve during each stage of the project.

To ensure quality, we defined different testing processes focused on the design, and the process. We installed specific quality check for the documents and devices delivered for each of the milestones of the PDP, as well as a clear quality control in mass production.

Finally, for transparency, I reported on monthly basis to our company leaders and customer about the project status, focusing on Timing, cost, quality and scope.

By employing these strategies, we successfully launched our module on time matching with all the requirements defined by our customer. This was a great example of teamworking, and taught me the importance of breaking down large projects into smaller and easy to manage pieces. Transparent and clear communication was also a great lesson learned. This approach helped me to improve in leading teams through complex problems.