What are the most effective ways to build strong relationships with your team?

O diálogo aberto e franco estreita qualquer la?o. Todos nós merecemos a sinceridade e a liberdade de colocar nossos pontos e contrapontos. Um líder disposto a escutar tem grande chance de aproximar sua equipe. Equipe unida é equipe forte.

"A palavra ensina mas o exemplo arrasta!" é bastante coerente oferecer uma postura que esteja alinhada com a expectativa que se tem acerca do comportamento da equipe, e quando falo em comportamento incluo o processo de tomada de decis?es e as análises que s?o feitas no automático para que cada passo seja dado no dia-a-dia. Todos temos particularidades e é certo que essas for?as individuais devem ser valorizadas, mas também sabemos da egrégora que se forma no ambiente de trabalho, moldada pelo midset corporativo do setor que, este sim, pode ser moldado por experiências que se repetem e se enraizam.

Muito importante que as pessoas retornem pras suas casas com a seguran?a de saber exatamente o que se espera delas. A verdade liberta e a transparência refor?a as alian?as profissionais, que s?o fundamentais para potencializar resultados.

Trust is the most important element to building strong relationships with your team. It begins by aligning the team with a clear mission, strategy, and expectation for the team - and then with you being accountable to the team at the same time you hold them accountable to the mission and each other. People may not always agree with you or even like you, but if you're honest in communicating with them and they know what to expect from you, trust will grow. As trust grows, execution becomes better and success will follow. With success, trust will flourish and build stronger teams. Never take trust for granted - it must be built and reinforced every day!

In 70% of companies, it's the same problem: the manager blames the employee for things he or she has already said, but the employee hasn't listened. The best way to realize that a manager isn't listening to the person being managed is the lack of motivation that follows, which is one of the major causes of departures. "He doesn't listen to me" or "He listens to me but badly. "Nothing changes" are terrible admissions of poor communication. The solution is to listen and pay attention, and take action to improve processes, resources and working conditions. One thing that is still neglected in 50% of companies: respecting non-communication times such as evenings and weekends.

First of all think them human, build empathy and trust. Pay them well and take care of their careers. Build a system of merit and justice for rewards and reprimand. They will give their best, guaranteed. Seems easy but very difficult to implement.

Recognition goes a long way for employees. Knowing what life motivations the individual on your team has can help you better understand how they would want to be recognized. Some employees want to be recognized in front of the team, while others privately. Some want to be on the company leader board, while others just want a pat on the back in there 1:1 with their manager. As a leader, take the time to know how each individual want’s recognition and customize accordingly.

Trop souvent encore on met l'accent sur ce qui ne va pas. Dans mes équipes je m'attache à reconnaitre chaque initiative, idée, proposition d'amélioration de l'organisation en place, succès indiviuel ou collectif, partage de best practices, tutoring des nouveaux entrants, engagement dans des projets externes etc... Dans un monde où la relation au travail se transforme, chaque individu est en quête de sens; La reconnaissance permet à mon avis de legitimer le travail et ancrer se sentiment d'appartenance et de se "sentir utile". Cest un pilier également pour le developpement personnel Je rajouterai que : * La reconnaissance doit être équitable pour ne pas créer des clivages ou de l'injustice (en tout cas per?ue) * FEEDBACK is a gift David

1. Appreciation must be Personalized 2. Acknowledge each team member's unique contributions in a way that resonates with them on a personal manner

Something that is neglected 95% of the time today: Managers ask their employees to be present on LinkedIn without rewarding them for it. Yet this requires time, personal investment, and the willingness to talk about oneself and one's company publicly, which is not to everyone's taste. When managers encourage this presence, it should be systematically accompanied by a remuneration scale based on the employee's investment, measurable by various KPIs such as the number of posts, engagement under the posts, the number of clicks on the profile that link to the company's site or one of its landing pages, etc.

I believe, building strong relationships with employees doesn't have a one-size-fits-all solution. It should always be a blend of approaches tailored to the situation. However, fostering strong team connections relies on impactful and customized coaching and feedback. The integration of coaching and prompt, actionable feedback nurtures a culture of development, collaboration, and mutual respect. This not only boosts individual growth but also fortifies the team's unity as a whole.

First and foremost, its critical the "sales coach" possesses the skills necessary to coach to the indivudual and not with a broad brush. Too often organization believe all team members are capable of delivering the same outcome. If this were true, why have a sales coach at all? Good coaching and feedback provides clear targets for both coach and team player to maximize the relationship and measure desired outcome by both. Coaching is about progressive development! If you are in a leadership role, you have a responsibility to get the best out of every individual based on what the individually capable of! Last but not least, are my expectations realistic? What makes me think so? Do I have historical data, GTM and whats necessary to forecast?

Coaching and providing actionable feedback for your team is one of the most critical and influential roles a sales manager has. One of the keys to making this effective is by putting time in the calendar and being consistent with your meetings. This way the sales exec knows that you're interested and participating in their development in their role. Using proven frameworks like SPIN Selling, Challenger Sales or some other also provide a roadmap for both you and the sales exec to follow and track progress. This was one of my favorite activities to perform during my corporate days.

Skillfull and confident team is a dream of any leader. Provide regular, relevant, quantitative and honest feedback is paramount to develop skills/competency of a team member. Coaching and mentoring are vital elements to build confidence and unleash their potential, which drive them for success in professionally as well as personally. Leader has to be prepared and courageous to give hard and unpopular feedback too team rather sugar quoting to be a popular leader. I have experienced that leaders who have given hard unpopular feedback were morehelpfull in life to unleash your potential.

I've been a leader for a wile and I learned a lot from each associate I've had. Be open and have a "think out of the box" attitude. It's easy to see how some leaders only re-direct, or only ask for performance....and we all want it but is how you do it. -Connect (consistently for your Team to know you care and it's not a one time in a blue Moon) -Inspire & Coach (giving the tools and been an example will motivate your Team) -Celebrate (your Team is worth to know how great they are for you, for the company and for themselves)

I agree that involving your team in the decision making process can help a leader build a relationship with their teams, but keep in mind that not everyone on your team strives to be involved to solve problems or impact the direction of the organization. Knowing what empowers and motivates the individuals on your team will help you better understand WHO on your team would want to be involved in the decision making process.

My experience has demonstrated that delegation and decentralization creates the most effective teams. The idea is to push decisions down and out. This requires empowering the team which requires each person to take ownership -- and they will if the buy into a culture that is mission driven. This results when managment exhibits behavior and teaches not only 'How' we run our business, but the 'Why' we do what we do. Once the troops truly undestand the why, we can have confidence to delegate and decentralize. When this comes full circle and ther are positive results -- these successes need to be turned into stories. It is the telling and retelling of the stories that builds the culture and focusses the team on the mission.

Empower your team and trust them. Show them how their work contributes to the strategy and objectives of the organisation. Doing so the team would be able to visualise larger pictures and and connect and contribute more in achieving the vision of the organisation.

I would add that when a member of your team suggests an important proposal for achieving your objectives: use such and such a tool, try such and such a solution, such and such a strategy, you must listen to them, study them, and consider them. This is an essential sign of recognition. You need to ask them why they think it's a good solution, and ask them how they feel inside. At that point, you need to give the green light and tell him that you're there to support him. But don't forget to check in with him regularly to make sure everything's going well, while leaving him in control.

Tu equipo debe ser autónomo, para eso debes entregarle tu confianza, sin información y confianza, ellos no avanzarán y dependerán siempre del líder que les diga que hacer y para donde ir. Trabajar la autonomía y confianza del equipo es fundamental para que su camino de aprendizaje sea el óptimo, solo seguir instrucciones no les permite crecer y aprender de sus posibles errores en el proceso, y sin estas experiencias no permitimos el desarrollo en su máximo potencial, acompa?ar la toma de decisiones no implica tomar las decisiones, significa estar posicionados en un lugar que nos da visibilidad de las decisiones que están tomando y levantamos warning y estamos preparados para apoyarlos cuando sea necesario.

Building a team, building trust and creating an organizational culture takes efforts and a plan. For example, I tried to take every remote salesperson and their “significant other” out to dinner once a year. During the dinner I would highlight the contributions of the salesperson and also the sacrifice the “significant other” contributed to the overall success. I try to get to know the significant other, to create some empathy for what we are doing as a team and thank them for their support.

The Heart of Sales: Developing Teams with a Shared Vision Building strong team relationships goes beyond professional interactions. 1. Personal Connection Establish a foundation of mutual respect and understanding. Show genuine interest in your team members' lives outside work. 2. Casual Interactions: Encourage informal conversations, humor, and shared experiences, paving the way for a more relaxed and supportive work environment. Team lunches, outings, or friendly competitions can significantly enhance the sense of unity and fun. 3. Empathy in Leadership A leader who truly cares for their team's well-being fosters a positive, engaging, and productive work culture. Create a community of motivated and committed individuals.

In a healthy company, there is no benefit in scolding or confronting an employee. I believe it's the worst thing to do. It creates animosity, resentment, frustration, and a loss of motivation. Fostering a genuine sense of camaraderie is essential for employee retention and cultivating a pleasant work environment. If results are not up to par, it's better to self-reflect as a manager rather than blaming the employee. This shows that you can take responsibility, earning you love and respect. It will inspire the employee to go above and beyond for you.

Trust is immensely important and must be earned over time through consistent actions. It's essential for your team to feel confident in your leadership, believing that your loyalty to them is deserved. It's unlikely you will like everybody you work with but fairness is about being inclusive.

Rapport leads to trust. Trust leads to camaraderie. Camaraderie enables one to be vulnerable which is required when brainstorming new ideas or challenging status quo. Team camaraderie leads to innovation as teammates brainstorm more effectively. Blend all this together with empathy. When teammates feel their ideas are valued, and leaders give the trust required to allow failure without repercussions, the result is a company that will be able to lead through innovation and continuous improvement. It’s worth noting that when thinking about failure I live by 3 simple rules; it cannot be illegal, immoral, or unethical. My very first boss shared that with me and it has stuck with me all these years later…30+ years in fact. Simple rules.

- in my experience the most important aspect of building strong relationships with the team is: Care & Dare. If you genuinely care about your team member, are curious about them and their individuality, then you can create a relationship of trust and growth: to stretch them in reaching their full potential.

Hay un aspecto que marca la diferencia para conseguir ser equipo de alto rendimiento: la gestión del error. Como se vive dentro del equipo las equivocaciones, fallos, decisiones poco acertadas...aprendemos de ello o culpamos. Esa es la clave para permitir al equipo que se atreva a probar y experimentar sino la otra opción genera miedo y parálisis.

From my experience, I've found that adapting to and understanding each team member's unique needs is crucial, especially now when hybrid work models and working remotely from different countries are increasingly valued. In my journey as a leader, I've learned that trust, authenticity, and being open about vulnerabilities are not just buzzwords but essentials for a cohesive team. By staying true to myself and encouraging openness, we create an environment where every team member, myself included, feels respected and understood. This mutual respect and understanding are what I believe leads to a team that not only works well together but also excels in achieving results.

In my long career, as a female sales leader, I never had a safe space to be authentic in my leadership style. I had to be “one of the guys” and I’m thrilled to be fully myself now. I’m thrilled that gender balance and inclusion is part of the sales dynamic and giving space so everyone, especially women, can share and have a seat at the table. Companies grow when people are allowed to be fully themselves!

Just be honest and be clear about your vision. Please be clear about the expectations too. Once you have picked the right team (as best as possible - There is no guarantee that you will not make a mistake) trust them and give them the chance to make decisions. Show them you trust them and reward them as results start showing up. You have to honestly trust them & value them and if it’s not working, you have to let them know too.