PEOPLE MANAGEMENT
“Trustworthiness is shown in how we communicate with others, not only in what we say but in what we don’t say and how we act. Be authentic in your interactions.”
from home and travel restrictions have separated us from our colleagues and hindered our ability to build strong connections that create teams that are resilient to the pressures involved with completing our projects. To overcome this impact, we need to make a conscious effort to build, maintain and strengthen our connections with others, for it is these connections that will support us in being successful through the COVID crisis and into the future. What do we need from our teams (our relationships)? Chris Goede, VP of the John Maxwell Company, has postulated that there are three questions team members should ask of their leaders: • Can you help me? • Do you care about me? • Can I trust you?
I would argue that these questions apply to all our relationships – and that, regardless of your title or position in a team, anyone can be a leader. So, how can we, as leaders, show those we work with that we care, can help, and can be trusted? Back to the point I made earlier, now more than ever, we need to be intentional in building strong relationships (and teams) that will support our success through this time of crisis. And here’s how we can do it: 1. Showing that we are here to help. Maintain a ‘service mindset’ when working with others. Be a resource for your team, ensuring they have what they need to do be successful at their job. Work with them on clearing obstacles – this can be at work or in life in general. Also, be adaptable to help others be successful. Flexibility is not weakness, and there is more than one right way to do many things. Remember the end goal so you do not get bogged down in process. 2. Showing that you care. It is OK to show you care in the workplace. Make time to get to know your people. Balancing how comfortable they are with sharing feelings will come over time because not all people find this agreeable at first – only by
spending time with them will you learn what makes them tick, so be intentional and schedule informal interactions. It’s also important to recognise differences – the way you recognise care may not be the same for others. Be kind and considerate of people’s feelings. Acknowledge stress and listen to them. Thank them, share their joys and personalise your acknowledgements of their achievements. Show care in the way others want to be cared for. 3. Trustworthiness. This is shown in how we communicate with others, not only in what we say but in what we don’t say and how we act. Be clear and consistent in your communications. Openly share what you think may be important for others to know. Set expectations and manage the frequency with which you communicate (and when you expect communication back). Be authentic in your interactions – people can easily pick up when you are ‘going through the motions’. Being authentic with others gives them permission to be authentic with you. Also, while building trust, it is important not to do things that will erode trust. There may be occasions when you do this unintentionally, so try to remain aware of yourself and what messages you are sending with your actions. Failing to follow through with what you say, favouritism, giving mixed messages, or not sharing important information all contribute to trust erosion. Trust takes a long time to build and can be quickly destroyed by poor behaviour. Be conscious of how you behave to instil trust with your team. If you make the effort to build and strengthen
your relationships, you’ll reap the rewards. Not only will you get the benefit of having a strong team, but the people with whom you have built a relationship will reciprocate, offering care and help and trust to you in return. They will also have a willingness to go above and beyond what is required to ensure the success of you and the team.
This pandemic has been hard for all of us, but in different ways. Building strong relationships has been made even more difficult because of the pandemic, and we need to devote extra effort to maintaining connections with our people. We do this by building trust and being helpful and compassionate with our teammates and partners. These relationships will support us in being successful through the rest of the pandemic and into what follows.
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