How can you build trust with your team and reduce stress in project leadership?

Understand what employees need to know and communicate facts while being considerate of their effort and sensitive to their feelings. Showing support and understanding for your team members, even when mistakes are made. It goes a long way in building trust as a leader.

Understand what your doing. Knowing your employees ,establish team events for interaction.learn from mistakes and turn them around for future goals. Feedback is crucial , fairness is crucial

Project leadership . If you are a project leader you, should be work experienced in the type of project you are leading. Leading from the front. Not the back.

communication is key tool to convery message and receive message. Developing understanding about team need frequently discussion. Managers need to listen what team wants to convey it should not be one way traffic. Every team memeber should get chance to express how they understand process, according to them which process is working and which one not and how to improve things. Everyone should come togather and give voice to each other and make collective effort to achibe department and company goal.

Core values Adaptable Relevance Education Standard Core values (for me) -Honor, -Courage, -Commitment Adaptable -Nothing goes as planned -BSA-"BE PREPARED" Relevance -Relatable -Connected (appropriately) Education -Train (not until you/they get it right, but so you/they never get it wrong) -Competently capable Standard -Quality level (React the same to all IRT discrepancies, mistakes, & errors) -Normalcy (Don't let Jane slide with an infraction because you like her & her work, then crucify John for something less because you don't like him or his effort)

To control every aspect of a project (absent of delegation) is a receipe for disaster. Leaving room for failures is a great sign of true leadership. To gain the trust of team members, you must first trust them, and know that some things may not work out...and that's ok. Allowing the team the room to fail and guiding through failures builds a stronger team that understands not just how to execute, but navigating tough waters even when they do not perform appropriately. The art of the "Pivot" for budding leaders is difficult if we control each move as their upline, but if we allow them the space to see the cliff, make adjustments, and collaborate with them....we now have a new strategic thinker that works WITH people and not in silos....

It is true that you need to delegate and empower people - still however you need to control their actions. The thing is people generally do not like to be controlled - therefore the more you are able to control them silently, the better. Use all the tools that you have for reports or dashboards, so you do not need to approach people for information, but you can get it by yourself. Rather influence than change their decisions. And when you even see they go to some woods, before reacting, analyze the consequences. If they are just to scratch themselves in these woods - let them do so - they will learn much more effectively than if you react immediately and stop them. But if you see they gona break their leg - then it is time to react.

You maybe a team leader but, someone has shown you through your working life what to do for you to get there. Use your experience and practice it yourself on site with your team. Your team will respect you.

Delegation is important. However, the Program Manager must really understand the requirements of the program so he or she knows the size of the team that can be hired to help accomplish the scope of work. Don’t make the mistake of being a “one Man Band”. Understand your budget, hire the necessary team and delegate.

There’s nothing worse than hearing a team member of team claiming the job would not have been where it’s at. if not for him/her When your Full of your own self importance you need to remember there’s know I in team

Give the team members promotion when they show adaptation and can push the envelope Team is a team There is no failure when there is a team

Rewards are good but can be tricky as well. If you are to praise or reward someone for something - make sure that you do it based on very transparent conditions and rules. The opinion is not a rule - the tangible results, based on numbers and equations, which can be understood by everyone are something you can base your rewards on. Otherwise, you will have a team of people that will simply do their best to satisfy you - while it is the project, program or organization that should benefit out of what you all do. Remember you are only a tool - no matter how brutal it sounds.

Rewards need not always be monetary. Observe and learn what makes individuals tick. Sometimes acknowledging good work in public is all it takes to motivate the team. Everyone wants recognition for their hard work.

A good Program Manager allows themselves time to understand the accomplishments and contributions of each member of the team. The PM must take the time to recognize your team. There are many ways to recognize a member of your team, but be effective in the way you recognize your team and don’t over use the recognition, otherwise it will become less meaningful.

??Building trust and reducing stress in project leadership involves a combination of communication, reliability, and empathy. ??Be transparent about project goals, expectations, and challenges ??Demonstrate active listening by paying attention to team members' concerns and suggestions ??Consistently deliver on promises and commitments ??Take the time to understand the individual needs and challenges of your team members ??Delegate tasks and responsibilities to team members, empowering them to take ownership ??Address conflicts in a constructive manner ??Respect the work-life balance of your team members

When conflict arises, I view it as an opportunity—a moment to reset expectations and drive alignment around shared goals, vision and strategy. It's a chance to change the narrative and be an inflection point for positive change within a particular initiative or organization.

Sack the provocateur emidiatley. No one needs to work with a bad apple. It turns the whole gang and the job bad. Solve your problems on site. They are your problems. If someone is causing problems. That is just another problem.

Recognize that you are there to support the team. Making sacrifices for the betterment of the team and putting them first and foremost. Expect and accept failure as a learning experience. Be transparent in your communications and expectations. You will be surprised at the outcome.

Recognize signs of burnout. Don’t allow your team or yourself to work long hours for long periods of time. This is an indication the scope of work requires additional manpower. If you allow yourself or your team to suffer from burnout it becomes difficult to recover from.

Be a life-long learner. Take those courses to better yourself and apply them to your work. See what type of impact it makes within your team.

Providing FEEDBACK related to success is also a powerful strategy to cultivate trust, reduce stress, and create a positive and productive work environment in a project team: * Acknowledge and celebrate both small and large achievements. * Foster a positive and supportive team culture that recognizes and rewards hard work. * Use success stories as opportunities for team building and motivation. Building trust is an ongoing process, and consistency in our leadership approach is key. "Like" if you concur.

Empowering the team to make decisions, recognizing their expertise, communicating clearly and rewarding for their success is a must on a journey to building trust. Even so, project leaders (or any leader) shouldn't forget to be the ones who protect the team when things go south. This is when stress levels are high and when trust can be easily lost despite earlier efforts to build a trusting and safe environment.

I’ve found that trust is established when your actions are predictable, transparent, and follow published standards and policies. When decisions need to be made that are not rooted in policy or according to a business standard, you can build trust by including your team in discussions about the decision and reaching an understanding together, especially if you are likely to have team members with differing opinions on the topic. When team members know that they will have a voice before a decision is made, it increases buy-in from the team and builds trust.