Building Trust
September 11, 2019
For people to share and create together requires vulnerability. Before sitting down to business, ask yourself if your team has sufficient relationship ( trust ) to succeed? Watch this video to learn more.
TRANSCRIPT
“Is the relationship sufficient to create possibilities?”
You want to ask yourself to the same thing in this meeting? That could be, are we committed to the same thing in this meeting? That could even be with someone you're supervising.
Sometimes you're committed to them improving, improving, you know, they're not necessarily committed to that. So having a common commitment before you create a possibility is really key.
Whenever you're in a situation where the team isn't being being creative.
You could say the natural the natural, expression of human beings is to be creative, is to create things and commit to making them happen. That's what we we thrive on that. We love that.
When we're not doing that, something's going on here.
There's probably a lack of trust because it's so obvious to me because I have these distinctions that when people aren't creating anything, there's something going on in the relationship.
Now getting to what that is can be complicated. Right? It could be lots of things in the way. But clearing that out, getting that crud out is gonna open up possibility.
So asking yourself is the relationship sufficient for what you're trying to create? Sometimes, when teams are put together or and and and this is this is happening a lot in the company that you're putting teams together of people that haven't worked together before.
You know, ideally, we want people to be able to build trust very quickly into a to a rhythm of building trust with first. Right? Come together, get to know each other a little bit, go through some of the breaking the ice questions, sharing. This is all about sharing, sharing, acknowledging, aligning, getting to know each other's people, getting to know each other's expertise.
So sometimes you wanna build trust. Do we know each other well enough? Have we spent enough time?
Right? That's one aspect. The second aspect would be, is there distrust?
Is there fear? Are we free to express ourselves? And then, like I said before, the common commitment. Is there just not a clear commitment? Has the leader or the team not built their commitment together so people are not, you know, operating in for the same reason or for the same mission.
This would be important. It is always important before you start a project or when you're building your team to build like an architect, you know, sort of the agreements, not what we're doing, but who we're going to be with each other.
So you focus on building the team, designing the team, designing the things like what are we going to do if there's a disagreement, what are we gonna do if there's conflict, talk about it, decide it up front. It's kind of like these are going to be the rules of engagement. This is how we are going to be what you could call high performance.
