How can you quickly build trust with new colleagues during a career transition?

It's not easy.. nothing in books can define the strategy to build trust amongst a colleague. Different circumstances require a different approach. Trust is never demanded, it's always commanded just like respect...one may feel the power of position, but the power of men trusting the leadership has its own requirements. So I feel no fixed rules, but definitely the one needed to build the trust has to ensure that the word spreads like fire, that the leader, the are trusting upon has a brand, a value, a remarkable feat of getting connected and solve the improbable...

Construir confian?a nesse início de transi??o vai muito além de ser autêntico e transparente! Até porque, se a sua autenticidade for mal interpretada de início e n?o for aderente a micro cultura do seu time e área, você poderá ser adjetiva??o e causar barreiras de relacionamento. Assim como ser transparente demais também pode causar os mesmo impactos negativos! Por esses motivos, as dicas que dou s?o: -Chegue sentindo o ambiente, conhecendo pessoas, processos, cultura e o perfil dos novos colegas; -Escuta ativa é trunfo; -Demonstre vontade de aprender, pró-atividade e atitude colaborariva; -Compartilhe conhecimento sem euforia, capriche na comunica??o e no timing correto de fornecê-los; -Evite críticas, opini?es e sugest?es aleatórias.

Trust is built on solid foundations since it needs to stay for long. Hence it takes time. However, what helps in quicker establishment of the same would be your professional competence, Logical decision making, the values you stand for and your ability to get into another's boot and analyze and understand things.

Being authentic and transparent is important, but so is 'reading the room'. A clash of personality is the quickest way to alienate people, so take some time to understand your personality style and also how you can evaluate someone else's (including the pros and cons of each). There are plenty of videos online about this.

I find at work you always need to bring you professional self but also your personal self (private self can stay out of the workplace).

A wise mentor once advised me (when I had a career transition) - “be as generous as you can possibly be with 1:1 times with your team members”. I have held onto this and reminded myself many times of the importance of 1:1 sessions to ask questions, get to know each other and to build authentic relationships upfront.

Putting yourself in the other person's shoes helps. When you see a new person, you expect them to be keen to learn and not appear all knowing. So be the person that shows interest and curiosity and you will see people are ready to accept you more easily.

As a Junior Officer in the US Army one of the most valuable pieces of advice I received was "Just observe for no less than the first 30 days". It's easy to compare everything going on to the practices and procedures of your last team or organization, but these comments generally come off as arrogant and unhelpful. Instead, observe and take some notes for at least a little while, and don't let up on your daily duties! After sometime, start asking questions about what you've seen and heard with the intention of uncovering the underlying "why". Sometimes just the simple act of asking can trigger your teammates and managers to reevaluate the processes and tools they use.

Be open and interested in learning from others and from circumstances. Show empathy. Show that you are listening and understand what they are trying to convey.

Building trust with new colleagues involves demonstrating a human touch and empathy. By genuinely showing interest in their work, worries, concerns and asking thoughtful questions, you establish a connection that goes beyond professional interactions. Actively listening and valuing their perspectives not only fosters confidence and trust but also positions you as a team player—one among them. Share your insights while being open to theirs, creating a collaborative environment that encourages the exchange of ideas. Remember, professionalism and effective communication are key in influencing the group positively, showcasing the power of expression in building strong, trust-based relationships.

If you look at the Trust equation and the different components of what leads to trustworthiness one of the factors is your credibility and reliability.

Importante lembrar que embora você esteja em uma nova área, você possui uma bagagem técnica e comportamental que podem ser utilizadas na nova carreira. O jeito que você resolve os problemas e se relaciona por exemplo, s?o únicos, e isso te ajudará a se sentir mais confiante para ajudar os colegas e os desafios que lhe forem atribuídos. Mostrar essa iniciativa com crtz te ajudará a ganhar confian?a dos demais

Project teams form and adjourn often, and working on several projects at once, I have learned "Lean on what you know". Imposter syndrome is real, but you are likely the right person for the job despite the uncertainty of big changes. You skills and experience have prepared you for what is in front of you. Help out your teammates where you can. Your relationship with your peers is a make or break, so set the expectation that you can be relied on. If your team can trust you, they will be willing to help you too.

Take a lot of notes! All those small things that you can look up to see how they're done? Well be proactive and look them up instead of pestering your new team. By all means, ask for confirmation that you're doing something the right way, but showing that you are proactive on the little things marks you out as having a can-do attitude rather than needing babysitting. People like a do-er!

Competence and commitment align with A lot of what behavioral psychology teaches us, especially about the role of positive reinforcement. By consistently delivering quality work and meeting deadlines, you create a positive behavioral pattern, reinforcing the perception of reliability and capability. Willingness to learn and tackle challenges aligns with the principles of operant conditioning, where the positive outcomes of personal growth and overcoming obstacles contribute to a favorable view of your capabilities. In essence, your actions become cues for trust and respect, shaping positive perceptions through behavioral consistency.

The Trust Equation mentioned in a previous post, often associated with business relationships, is a concept introduced by David Maister. It's expressed as: Trust=(Credibility+Reliability+Intimacy)/Self?Orientation The equation suggests that trust increases when credibility, reliability, and intimacy go up, while self-orientation diminishes. It highlights the multifaceted nature of trust, incorporating aspects of competence, consistency, emotional connection, and selflessness.

People want to feel valued, connected and t recognized and you can do this by proving feedback to others on what it is that you appreciate about them.

Seek feedback and work on it. By all means fall back upon your knowledge, experience and qualities that got you hired in the first place. But some aspects may be different from your previous work place. So seek knowledge and act on it so that the new team knows that you are willing to learn and implement. There will come a time when you can shake up things but earn your place as a mover and shaker first. The second thing would be to bring value to your team through your actions. Walk the Talk that got you here. Nothing earns trust faster than a person who hits the ground running.

I feel this article is mistaking trust with an ability to create value and invitation towards a desired group. Difference between joining a new environment and drawing others towards an environment.

I struggle with setting aside my pride, but asking dumb questions is a whole lot less costly than making mistakes. Do you best to learn quickly in a new role, and sometimes that means asking the simple questions that you assume "you should already know". That's not the case; people expect new additions to teams, even experienced additions. Checking in on processes and the unwritten expectations and standards for everything your job requires will show that you're trying to be a team player.

Sometimes just observing is more useful. Too many opinions and ideas can backfire in trust building and make one look like a "know it all".

This one requires a high degree of self awareness, an ability to read the room and perhaps a little background knowledge that you might not yet have if you are new in a role. If you have a bright idea it can be a good idea to ask people in one to one situations for any background info first, especially when there are power dynamics involved.

Here's the trick I learned from a professor that builds the "Like" factor quickly, so you can then move on to building trust.... Bring donuts the Friday of your first week of work, and leave a note out saying "Thanks" to everyone for being so welcoming and having a great first week. You showcase the appreciative person you are and it starts building relationships with others in your office. People will be coming by all day to say thanks for the donut!

In my experience, you'll build trust quickly if you don't act like a "ME monster!" Consider others as more important than yourself. Ask questions to get to know your colleagues. Find out what they like and ways you can connect with each other. Listen with interest and talk less about yourself until they've asked. When it does come time to share about yourself, be honest without being verbose. It's less important to TALK about your capabilities or experiences and more important to SHOW them through your listening, your work, and your team collaboration.

One thing I've found really helpful when starting a new job is regular 1:1 meetings with each new colleague during the early weeks. Short, casual chats over coffee or lunch allow me to get to know new coworkers on a personal level in a low-pressure setting. I ask about background, interests, challenges, goals, and preferences. This shows I care about who they are as individuals, not just coworkers. It also helps me understand what motivates and frustrates them so I can be a better teammate. 1:1 bonding moments establish open communication and form the interpersonal foundation. I've found taking initiative to connect with colleagues in this meaningful way quickly accelerates building rapport and trust during a career transition.

Humble nature and performance along with friendly nature will always help in quick trust building. Be always fair when coordinating with team.

Initiate informal coffee meet-ups or team lunches to get to know each other. Show genuine interest, ask about their experiences, and share your own. Offer assistance, actively listen, and be reliable in your commitments to swiftly establish trust during your career transition.