Identifying the issue
Last week we discussed staying in your lane. In the article, we mention that trust and respect are some of the causes. For example; if your engineering manager doesn’t trust the sales manager to follow through, you may see him butting in to this area of the business.
Why isn’t that same engineering manager getting his 2 cents in with marketing or finance?
We can easily identify those that aren’t staying in their lanes. The consequences of those actions only puts a bandaid on the problem. We need to identify the root cause and implement easy-to-implement solutions. We can’t just punish those that are running about, we need to fix the reason they left their lane in the first place.
How to Build Trust in team members
Building Accountability is your first task. What does that mean? A simple definition: say what you’ll do then do what you’ll say.
As you go around the table during committee or staff meetings, it’s up to you to keep the team accountable for their previous commitments. There are the inevitable roadblocks that throw the to-do list out of whack, but it’s up to the staff member to explain to the group what is going on.
When you assemble as a group, and you review your notes and open items list, you must ask direct questions:
John, in last month’s project meeting you gave us a completion date of the new training manual for this week. Where are you on that?
Why isn’t it done on time?
Do you need resources or support to help you complete this task?
Before we admonish John for not completing his task, we also need to know how this affects the rest of the team.
- Is there anyone relying on this completed task to move forward?
- Is this going to be a domino effect that is going to jeopardize the overall project timing?
- Or is it a stand-alone task that can be done at any time, as long as it is finished before the overall project?
Leaders are walking a fine line
Leaders need the project completed on time and within budget. At the same time, they are trying to build trust in their abilities. If each incomplete task is met with discipline, the team will lose respect. With no consequences the same.
Over the years I have been on hundreds of project teams. On day one you sit around the table and you identify the choke points - it’s human nature. Then we look at who is the project leader and think one of two things; this will end well, or it won’t. Perception is reality, and you must manage those perceptions.
If you were placed as a project team leader, there is a reason for it. Someone trusted that you can manage this team, and that you have influence over them. You need to maintain that influence well beyond this project. These team members are colleagues with that you may be working side by side, or under a project, they lead in the future. Do they respect you? Do you have the integrity necessary for them to trust you?
Setting expectations
We wrote about this also a few weeks ago. Setting up the consequences in advance for those not meeting their commitments. We also need to enforce the ‘stay in your lane’ mantra at the beginning of the project team. Having another member of the team get involved with everything also undermines your influence.
Your expectation from the first gathering is that each member of the team will meet their objectives. Voicing your trust in them is very important. For those that you have questions about your need make sure they have additional support and your mentorship. Meet with them 1 on 1 before group meetings so they can see that you want them to succeed. Please do not take the attitude of giving them enough rope to hang themselves with.
When you sit around the table, be it the management team, nonprofit group, church organization, or project team - do you trust that the others will get things done? or will you be the one that is jumping in and out of other lanes to complete the project?
If you are having trouble building trust between your team members, give us a call at Kole Performance Group. We will do a deep dive and identify the root causes and put in place a strategy to give you that assurance you need.
