How can you foster team trust during transformation?

W.I.I.F.T. - WHAT’S IN IT FOR THEM? Change is far easier for most people when they understand what’s in it for them. How does this change make their life better, their job easier, their workload more manageable, their ability to focus on better things possible? The more clarity you can provide, and the more tangible you can make these benefits feel, the easier the change will be. Caution: Too many times companies try to fabricate benefits to individuals when they don’t really exist. This actually has a negative effect the opposite direction making change even more difficult. If it’s not real, don’t try to sell it. That erodes trust and lack of trust is one of the biggest roadblocks to change.

Adding my personal experience: One effective way to promote team trust during transformation is to lead by example. As a leader, it's important to demonstrate transparency, vulnerability, and accountability. This means openly communicating about the changes, acknowledging any uncertainties or challenges, and taking responsibility for any mistakes or missteps along the way.

Imagine a space shuttle comms system suddenly goes down and they have no way to contact control and vice versa. Those on the ground have no data about what has happened - the void of information gets filled by disaster planning scenarios for every eventuality. Meanwhile, in the space shuttle, everyone is hunkering down with tea and biscuits while the engineer fixes a loose wire. Remember, "not communicating is still communicating."

To gain the trust of others, you first need to put your trust in them. Communicate openly and honestly, be transparent, and be concise. Be mindful of the format of communication that you are using for the type of message you wish to convey and language does matter! Communication is also very much about listening. Listening to understand and not to respond goes a long way in building trust with others.

During times of change, sometimes we can be so focused on communicating outwardly that we forget the importance of communicating within the organization. To be sure, it is important that stakeholders understand what is going on, but internal communications should be paramount. Team members should never be left to wonder what is going on during change because absent information, individuals will fill in the blanks themselves. Usually this void is filled with bad information or worst case scenarios. Even if it isn't what people want to hear, tell it all, tell it fast, and tell the truth.

Empowerment starts with believing in someone. Validating your team members can be done through words of affirmation, and by acknowledging their contribution. It’s making people feel as though their contribution is important, not dependent on if it was the right answer or action.

Properly train, equip, and empower your teammates and then get the hell out of the way. Also, create a culture and environment (when possible) where your teammates know failure is not fatal and success is not final. We train at the threshold of failure for that's where the greatest growth occurs. Too often I see leaders with a zero-defect approach suffocate their direct reports. This mistake thwarts growth and puts undue pressure on everyone involved.

In the midst of transformation, fostering trust within your team becomes crucial. Here's how: -Autonomy Clear objectives and autonomy instills a sense of ownership, responsibility and control, driving motivation and stability. -Resources Equip your team with resources and tools to navigate this change — for example, technology, training programs, or professional development opportunities. -Coaching Coaching sessions facilitate skill development and are a platform for open communication. -Training By investing in their growth, you demonstrate your commitment to their success. -Celebrate Successes & Learn from Failures Acknowledge and celebrate both individual and collective successes and view failures as learning moments.

Support your team by giving them what they need to do their job well and adapt to changes. Offer coaching and training if they need it so they can improve. Showing you believe in them and care about their growth builds trust and makes them feel more involved.

A metaphor: Think of your team as a tree - each member is a branch and you are the trunk from which they channel energy and receive support and strength to grow. With your support, they will each grow and climb in their own way, creating beauty and bearing fruit. While part of a whole, each branch has its own path and autonomy. The nuances that each branch brings makes the whole stronger. Just as leaves on each branch collect light to be transformed into energy for the growth of the tree, you team members' efforts & projects provide life and vitality to your business function. Realize that the shape of the tree is not just determined by the trunk but how the branches curve out, up, and around one another.

A psychologically safe workplace is one that promotes trust, respect and collaboration. How to create psychologically safe workplaces: - Set clear norms and expectations - Encourage open communication and actively listening to employees - Ensure team members feel supported - Show gratitude humility when people do speak up

Fostering a culture of trust creates a utopian world for the individuals of your organization. Especially during times of transformation, as it could usher in a sense of uncertainty. It starts with every leader stepping up and being transparent. Strive to be a role model, where you are consistent, open and empathic. Honor your 1:1 time with your team, and create a psychologically safe environment, where they feel valued and trusted. Leverage rewards program to acknowledge the efforts of the team, and encourage team members stepping up to take more ownership. A sense of empowerment will go a long way to build trust.

Create a friendly and safe environment in your dental team. - Set clear rules and values and show by your actions what behavior is good. - Reward honesty and teamwork. - Make time for your team to get to know each other and have fun together. This creates a happy atmosphere where trust can grow.

One thing I've found helpful during conflict resolution is to focus on what each part wants and needs. Sometimes it's difficult for people to identify that, they'll have an easier time saying what they don't want, and if you listen closely and ask "what do you want instead?" eventually that will create the space for them to formulate. Once needs are identified for both parties it is easier to move on to exploring what resources are available and how those can be used to co-create a solution.

It all comes down to treating others as human beings and respecting their voice and feelings. It's about building relationships. Conflicts are just differing perspectives and often it's from a place of misunderstanding. Be present, ask questions and listen to what the other person is saying. Try to come from a place of understanding. I also have experienced that starting with "I feel..." is a great approach. You are sharing your truth that is not an observation or judgement towards the other person.

You are ALWAYS leading by example, even if you are setting a bad one. So be sure that your example is one to emulate. If you want to be able to provide feedback to your team that they will heed, then you need to ask for an act on feedback yourself. Be sure you're not punitive to those providing feedback or that you're not weaponizing the feedback. Assume positive intent, accept the feedback as constructive. Ask your team members to be your accountability partners. Don't just call out your team's mistakes. If you make a mistake, let the team know it, take responsibility. When we open ourselves up to feedback, when you let your team know that you are not perfect, they will understand that it is good & safe for them to do this too.

Be humble and vulnerable to build trust during a time of transformation. When a leader shares authentic, meaningful and relative stories of the challenges that strengthened them along the way, it makes them relatable and human.

Do it with patience and grace. By the time your team finds out everyone “above them” has known for a while. Allow your team time for the adjustment. Leaders sometimes forget & their enthusiasm makes the transition harder for those slower to accept the changes.

One theme that I return to in Leadership training is that the character of the leader is vital to the character of the team. To work with integrity and show up every day for your team is a high benchmark, but with long-term returns. Sometimes it may be frustrating when your team members aren't contributing, haven't listened to you, or just disagree with you. Here, how you model good character is primary. You could pull rank, get your decision pushed through and create an effective response in the short term. In the long-term, however, you alienate the team. Rather, think compassionately, empathetically and listen to your team. Show them that you have their best interests at heart, even if the decision hasn't been an easy one to make.

Transformation holds a host of contexts within it - but it's worth reflecting on some key principles that help to bond and bind us along the way: Be clear about the journey - what is our 'from and to' Be intentional and open in how you seek insight and input, and in how you involve and inform Cocreate, collaborate and (over)communicate

People crave connection. Learning endeavors are best when reinforced through social learning, such as in small peer cohorts and with a skilled facilitator. Naturally elements of psychological safety and being trauma-informed are underlying components to promoting greater trust.

Trust is very tricky these days, especially because, honestly, performance and seniority don't guarantee immunity from layoffs. People speculate the worst when they're given only bits and pieces, so fostering trust involves being as transparent as possible, giving individuals opportunities to share their concerns, really listening to them, and checking in with them more regularly than usual. This reassures them that you're not keeping secrets, you're there for them, and you're doing everything you can to protect them. You're responsible for managing these individuals, who are supporting their families; as their manager, you're obligated to share what you can, shield them from distractions, and reassure them that you have their backs 100%.