How to build trust in your team

For any local government officer at any level, who either has line management or aspires to do so, the foundation of their strategy, must be to develop trust as an essential component of their leadership strategy. Any strategy that does not embrace trust will inevitably fail. There is no way that innovation and staff development can take place, if trust does not feature as the foundational element. So let’s get into it. How can you build trust within teams from both a leader’s and a team member’s perspective.

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The Absolute Necessity Of Trust In Leadership

Trust is a stabilising force in local government where complexity and change are constant, particularly within the context of local government reorganisation that is taking place at present. It is the invisible thread woven through every interaction and decision, accelerating progress and bringing teams together towards a shared collective goal. The impact of trust is tangible and has an monumental impact on the success of local authorities ability to deliver for their communities.

A team is not a group of people who work together. A team is a group of people who trust each other. Simon Sinek

Frances Frei’s Trust Triangle

There is a wonderful and very talented professor Frances Frei, who works at Harvard Business School, who developed a framework, aptly named the Trust Triangle, which has three critical elements.

Authenticity: Being true to yourself. People can detect inauthenticity instantly; it’s essential to be genuine.

Logic: Having clear and sound reasoning. Your logic should be solid, and you must articulate it effectively.

Empathy: Understanding and sharing others’ feelings. Showing genuine concern for others is crucial in building trust.

These three elements interconnect to form two essential types of trust in leadership: cognitive trust and affective trust.

Cognitive Trust: Trust Of The Head

Cognitive trust is the trust of the mind arising from belief in a leader’s competence and reliability. It thrives when team members perceive their leader as authentic and logically sound. Now for anyone who has worked in a local authority, the lack of either one of these can create a sense of dread and even vulnerability if you align yourself behind this individual. Whereas when a senior officer has these two factors, it is sailing with the wind.

If you are the senior officer, leading a team this is what you have to do:

Demonstrate consistency. You absolutely have to ensure that your actions align with your words. Trust will quickly be eroded if you are inconsistent. Even if that inconsistency you feel is for the right reasons.

Communicate the 'why.' Always ensure that you make time to provide context for decisions. When you do this you empower your team with understanding, not just directives. It also helps evolve their skill base and level of understanding and helps develop them as a future leader.

Most human behavior is learned observationally through modeling: from observing others, one forms an idea of how new behaviors are performed, and on later occasions, this coded information serves as a guide for action. Albert Bandura 

Be open and transparent about challenges. You are a human being and you need to ensure that you demonstrate authenticity, by making your team aware of acknowledging the challenges and obstacles  you are experiencing with your team. But critically you also share how you intend to overcome them, with detail, so that they can learn from that.

If you are a team member, this is what you must do to build trust:

Seek clarity. Don’t ever feel embarrassed to ask questions. The fact is if you are struggling or don’t understand someone else is most likely also struggling. If something is unclear ask for clarity; when you do this you strengthen the collective understanding of the group.

Acknowledge expertise. Give your manager the respect they deserve. Recognise the manager’s experience. If you do this you create and sustain mutual respect between yourself and the manager and this reinforces cognitive trust.

Affective Trust: Trust Of The Heart

Affective trust is the trust of the heart, which is cultivated when those in position of authority authentically connect on an emotional level and demonstrate genuine empathy.

If you are the senior officer, leading a team this is what you have to do:

Invest in relationships. Take time to understand your team members’ aspirations, fears and motivations. When you understand the person that you are managing, it is far easy to guide and manage them and this makes not only your life easier, but also helps the team work towards its collective goals more efficiently.

Don’t be scared to show vulnerability. When you open up and share your challenges and failures with you team, it has the beautiful effect of humanising you. I have been very open in the past with my team about my OCD and my struggles with anxiety. Although it can feel uncomfortable, when you take this step, your acknowledgement  creates a safe space for others to be their authentic selves.

When team members reveal their weaknesses and mistakes, they create a safe space for others to do the same, fostering trust and authenticity. Patrick Lencioni

Listen to understand. Active listening is critical. Don’t just go through the motions, create a safe space where you can listen and truly understand your team members’ feelings and perspectives.

If you are a team member, this is what you must do to build trust:

Engage openly. You have to be brave and share your perspectives and challenges. When you do this you build trust. The creation of trust is always a collaborative undertaking.

Support peers. When you take the time to show empathy toward colleagues, you will strength the bonds between you and your colleagues. With this greater level of team cohesion you create a  culture of support and trust.

Empathy is the cornerstone of building trust and cohesion in teams. When leaders show genuine concern for their team members, it fosters a supportive and collaborative environment. Daniel Goleman

Practical Strategies For Managers to Enhance Trust

Conduct Trust Audits Regularly assess trust levels within your team by seeking honest feedback. This can be done through anonymous surveys, one-on-one meetings, or team discussions. The goal is to identify areas where trust may be lacking and take proactive steps to address them.

Lead with Integrity Uphold ethical standards consistently, even when faced with dilemmas. Demonstrating integrity builds credibility and trust. When team members see their leaders making ethical choices, they are more likely to follow suit.

Empower Decision-Making Delegate authority and show confidence in your team’s abilities. Empowering team members to make decisions fosters a sense of ownership and trust. It also encourages innovation and accountability.

Celebrate Wins and Learn from Losses Recognise achievements and approach failures as learning opportunities. Celebrating successes boosts morale, while constructive discussions about failures can lead to valuable insights and improvements.

Empowering Teams to Build Trust Among Themselves

Foster Collaboration Encourage cross-functional teamwork to build trust naturally. When team members work together on projects, they learn to rely on each other’s strengths and develop mutual respect.

Encourage Peer Recognition Implement systems for team members to acknowledge each other’s contributions. Peer recognition can be more impactful than top-down praise, as it reinforces a culture of appreciation and support.

Promote Transparency This facilitate open communication channels across the team to reduce misunderstandings. Transparency in decision-making processes and sharing information openly helps build trust and ensures everyone is on the same page.

Navigating Trust Erosion

Despite best efforts, trust can sometimes erode due to factors like organizational changes or external pressures.

For those in positions of authority:

Address issues directly. Confront trust issues with honesty and a commitment to resolve them.

Rebuild through actions. Restore trust through consistent, trustworthy actions over time.

For those within the teams:

Provide Constructive Feedback

1. Express Concerns Respectfully Constructive feedback is crucial for growth and improvement. When expressing concerns, focus on specific behaviours or outcomes rather than personal attributes. Use a respectful tone and provide clear, actionable suggestions for improvement. For example, instead of saying "You need to do better," you might say, "I noticed that the report was missing some key data. Let's ensure we include all necessary information next time."

2. Timely and Specific Feedback Provide feedback as soon as possible after the observed behaviour. This ensures the feedback is relevant and can be acted upon immediately. Be specific about what was done well and what needs improvement.

   
   

Stay Committed

1. Continue Performing at Your Best Consistently perform at your best and contribute positively to the team environment. Your commitment and dedication set a standard for others to follow. When team members see their leaders and peers consistently striving for excellence, it fosters a culture of trust and mutual respect.

2. Lead by Example Demonstrate reliability and integrity in your actions. Follow through on promises and uphold ethical standards. This builds credibility and trust within the team.

   
   

The Synergy of Cognitive and Affective Trust

Authenticity bridges cognitive and affective trust. By aligning your true self with logical reasoning and empathetic understanding, you create a powerful trust dynamic that resonates both intellectually and emotionally with your team.

In conclusion, trust is a catalyst for excellence. Within local government trust makes or breaks a council. It humanises the authority for members and officers alike. It’s the catalyst that transforms strategies into successes and groups into unified teams. It is of the upmost importance that if you want to succeed as a senior officers or leader, that you embody authenticity, logic and empathy.

Leadership is not about being in charge. It is about taking care of those in your charge. When leaders are authentic, logical, and empathetic, they inspire trust and loyalty. Simon Sinek

 This blog post was sponsored by Alliance Leisure, the UK's leading leisure development partner, specialising in supporting local authorities to improve and expand their leisure facilities and services.