Current Newsletter - Spring 2003, Issue 2
Want to have
a dream team? It starts with trust.
By Victoria Crawford
Imagine if you will that moment when
everything falls into place. It might be that perfect golf swing, the
long anticipated closing of a big deal or even a timely conversation.
There's an "a-ha!" of discovery and a heightened awareness of being in
the flow. Just as that happens with individuals, it can happen with your
team. And when it does, it's exciting, energizing and it opens up
endless possibilities.
True success in business often depends on
taking a group of individuals and forming a cohesive team. Studies have
shown those businesses that create a sense of purpose and synergy among
team members to be leap years ahead of the pack.
This is not based on a one-time event, but rather on creating cultures
that support and encourage growth. What's the key? What is the
cornerstone of strong, high performance teams? What is it that allows
some groups to risk, grow and move confidently forward together whereas
others stay stuck in politics and never quite achieve their potential?
Trust.
Effective teams are the foundation of a
company's success and the key ingredient is trust-among individuals,
among teams and of the leadership. Trust is the highest of motivators
and one of the most overlooked values in the pursuit of achieving goals.
For more than 20 years, the Great Place to
Work Institute (greatplacetowork.com), a San Francisco-based research
and management consultancy, has been examining what makes a company a
great place to work. The Institute lends its expertise to "Best
Companies" list for publications like Fortune and other magazines around
the world. These are companies that have half the normal turnover rate,
significantly higher productivity and greater customer satisfaction. The
Institute's extensive research has confirmed that trust is at the
foundation of these companies' success.
When we speak about
trust, the tendency is to think we're all coming from the same
definition, yet there are great differences in the way people use and
define the word. For some, trust means knowing that the person has the
necessary skills to perform the job. For others, it's examining a
person's reliability, and for another it may be about intentions.
Through research, observations and experience, I have developed a model
to put some language
around what is meant by the word 'trust'
and what is needed for one group member to trust another. These
questions are a way for teams to discuss trust and assess how they are
doing overall in that area.
1. Does he/she have the skills
needed to do the work?
Can I trust that he is capable? Can he do what is needed?
We have to feel confident in a person's ability in order to feel that
they are worthy of our trust. We have to know that they can do the job.
The measurement here is objective; it's definable and measurable by job
performance.
2. Is he/she reliable?
Can I count on her to show up when she says she will? Can I count on him
to do the work in a timely manner?
Of course there are times for everyone when emergencies come up and
obligations are not fulfilled, but this question addresses more of the
day-to-day accountability. The measurement again is objective and can be
defined and measured by job performance.
3. Do I believe that he/she has
good intentions?
Do I believe your intentions are favorable or do I think you are biased
against me? Am I safe with you?
This is trickier. Whereas the first two questions are objective and
measurable, this one is subjective, and emotionally based. How do I feel
around this person? Does he/she remind me of someone I either liked or
disliked in the past? When we speak about trust, there is great value in
exploring this question honestly. If this is a concern, having
opportunities for open communication or speaking to the person about
perceived intent can often resolve unspoken issues and build bridges.
When working with a team, I ask them to
look at these questions and answer them first about themselves. Do I
have the skills I need to do the job? Am I reliable? Are my intentions
towards others respectful and honorable? Trust always begins with the
individual.
If the level of communication and trust
among a team is high enough, the next step is to pair people up and have
them talk amongst themselves using the trust questions as a guide. These
same questions can even be used in an open conversation with the whole
team. Drawing attention to the issues at hand and having an agreed-upon
language goes a long way towards building awareness and allowing for
growth.
So, how does this
apply to you and your company? Take a moment... think about your teams
and the level of trust within your organization. Is it where you want it
to be? Are you achieving as a group all you are capable of? If not,
think seriously about making trust a priority. I have found that the
most powerful, effective way to build trust within teams is to let
people have the opportunity to collaborate on creating a yearly plan and
working-with strong
accountability-to achieve it. According to Patrict Lencioni, author of
The Five Dysfunctions of a Team, the ultimate competitive advantage lies
not in technology or strategy or finance but in our ability to work
together as a team. Both because it is so powerful and so rare.
Effective teams are crucial to your
organization-and trust is at the core. Commit to building and deepening
trust and you will find that your teams will be energized, more
committed and open to endless possibilities.
Contact
Victoria Crawford for questions,
comments or suggestions.
