What strategies can you use to build trust and credibility as a new leader?

I believe that trust needs to be earned, and no one will trust you because you say so, it needs to be tested and proven over time. This is where being consistent and always delivering on tasks and projects comes in. No one becomes a thought leader or a respected expert overnight, it takes a work done over time, investing in relationships, capacity development, sharing insights to solve industry problems relevant to the sector you play and building a track record of good success. At the end of the day, your work and character will speak for itself. People will naturally gravitate towards that person that is highly valuable and such person often comes highly recommended

Listen first! It's easy to want to demonstrate your authority, competence, and ability to make an impact right away. But the first thing you can do to build trust is to listen and learn.

So, I’m going to take a different angle to this. I think it’s extremely important to be vulnerable and open. Be honest about what you know and what you don’t know. Be open to learn about the department and company from all perspectives, regardless of role/title. Listening to understand before making demands. Learning about the individuals and not just their jobs. This approach will help build genuine relationships that result in trust and credibility.

First and foremost is - Authenticity and Transparency: Authenticity forms the bedrock of trust. As a new leader, I've learned that being genuine, honest, and transparent in my interactions is essential. Admitting mistakes, sharing personal stories, and expressing vulnerability when appropriate has allowed me to connect with my team on a human level.

Competence is one thing. But take it further. What you need to articulate clearly is the value you can add. You may not necessarily possess the skills your team has but you can bring strategic thinking, connections with other parts of an organisation. Competence here should be understood as a broad term, focusing on "what do you bring to the team?" , "what's in it for them?"

I was a few weeks into my job as managing director at a global consultancy and struggling to get traction with the EVPs who reported to me. My boss gave me advice I've never forgotten: look for the quick wins that'll show them the kind of leader you are. I knew the EVPs were concerned about flight risk with a group of long-time managers whose compensation hadn't kept pace with the market (or their value to the firm); in short order I made the case to our CEO for pay adjustments across the board for all of them. This solved a thorny personnel issue and demonstrated to my EVPs that they could trust me to advocate for them and their teams. The shift in our relationship was immediate and positive.

Showing character as a leader is like being the star of your own sitcom; people are watching your every move. So, don't be the character who constantly flip-flops or reads from a script. Instead, be the character everyone roots for – authentic, reliable, and consistently engaging. Remember, in this leadership show, your character is the lead role, so make it worth watching! Trust isn't built by waving a magic wand; it's forged through consistent actions, not empty promises. So, ditch the smoke and mirrors, keep your word, and remember, if you want credibility, don't make it a 'once upon a time' story.

In my ebook The S.C.R.I.P.T. The “T” represented trust. A key I found to build trust was to admit mistakes, failure and intertwine these stores to create lessons. Your honesty and vulnerability will be palpable and building trust through this communication will also galvanize your character. Bonus: share what you learned from the fail and the success story that parallels the challenge.

Teams extend their trust to leaders that are authentic, which means: "I do what I say. I align my actions to my words." It implies that the leader's outer expressions are consistent with their inner experiences and values. When someone is congruent, there is a sense of authenticity, genuineness, and transparency in their words, actions, and emotions. People can feel the congruence, and are inclined to trust that person. A few reflection questions to get started: - In what ways do my actions align with my words and values as a leader? - Am I consistently demonstrating behaviours that reflect the expectations I have for others?

Great leaders demonstrate character because they have a deep sense of personal morality. This is not a matter of law or policy. It is a matter of conscience firmly grounded in their code of ethics. The right thing might be the hardest option, but for a leader it is an easy choice.

Stepping into a new leadership role requires an orchestrated effort to earn trust and establish credibility among your team, peers, and stakeholders. Here are key strategies: Communicate Effectively: -Clarity -Conciseness -Consistency Active Listening It's not about waiting for your turn to speak; it's about understanding. Constructive Feedback and Recognition Celebrate small victories. Tailor Your Messages Adapt your communication style to your audience. Invite Dialogue and Collaboration Be open to diverse opinions and ideas. Collaboration fosters trust as it shows you value collective input. Be Responsive and Supportive: Leadership isn't a one-way street. Be responsive to the needs and concerns of your team and stakeholders.

One of the most vital strategies, often underestimated, is the practice of over-communication. As a new leader, it's crucial to recognize that trust is not built overnight; it's cultivated over time through consistent and transparent communication. Why is this important? Well, as you step into your new role, your team, peers, and stakeholders are learning about you—your values, your vision, and your approach to leadership. Over-communication helps bridge the gap between their expectations and your actions. It ensures that everyone is on the same page, reduces uncertainty, and minimizes the chances of misunderstandings. Moreover, over-communication demonstrates your commitment to transparency and openness.

The words we communicate are overflow from our hearts. You have to care - care about the team, the project and the organization. You have to believe in the mission, value and impact. You have to genuinely care about the people surrounding you. You become the language that you want to communicate. "...people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” ― Maya Angelou

This section "Communicate effectively" has some very strong concepts-listen actively-empathy-supportive...I'd add that the most important term for leadership is Trust. If you authenticly practice empathy, humility, and gratitude your team may begin to believe in you- then that trust bridge starts to build and the magic happens!

Intentionality is everything here. You need to show your team you are serious and articulate about what you communicate first, and then let them know how you will communicate. When you communicate, be in listening mode as well. Laying the foundations but going through their own journey as a team, and understand it, will help you along the way

I think the relationship piece is the "secret sauce" for a new leader. A lot of new leaders are initially laser focused on their performance in the new role and proving themselves, so they hit the ground running and often bulldoze over their people. I believe that is a mistake. The work is done by the team, and to get them working for the leader and not against them will require relationship building. When I am coaching a new leader, I encourage them to put relationships at the top of their to-do list. Because, if you get the relationships right, you can get people to do whatever you need done.

An easy, effective way to build relationships is to go into learning mode with new team members. Show genuine interest in learning from them about how their role works. You will learn and they will feel appreciated. That is a good foundation to build upon.

Relationship management is the key to truly effective leadership. The one thing a team, a unit, a company, or a community have in common is that they are all comprised of people. It's not about being "the best," or "the smartest," or "in control;" it's about being able to getting a group of people to work together towards a common goal, and the only way to do that is by building healthy relationships. Meet people where they are, show them you care about them and their goals, and you can build relationships that can accomplish anything.

Building relationships is the heart of leadership. Start by being approachable. Create an open-door policy, and encourage casual conversations with your team. Ask about their lives outside work; it shows you care. ?? A sense of humor goes a long way! Share a laugh, crack a joke, and make your team feel comfortable in your presence. Laughter builds bonds.?? Lead by example in collaboration. Show that teamwork isn't just a buzzword; it's a way of life in your organization. Encourage cross-functional projects and celebrate successes together. ??

Building relationships is like a finely crafted cocktail – mix authenticity, active listening, and a dash of vulnerability. People can spot insincerity from a mile away, and nothing erodes trust faster than a leader trying too hard to be something they're not. So, be yourself, and let your authentic charisma shine through; your team will thank you for it. But be warned, overconfidence is the bitter aftertaste that can ruin the entire drink. So, sip slowly and stay humble for a smoother, more palatable leadership experience. Cheers!

Feedback solicitation can be both overwhelming and appear as a make-work project that has political strings attached if it is not asked for correctly. And so many of us are approached with, "Do you have any feedback for me?" which is a lot to ask and paralyzes many a well-intentioned leader. I recommend specificity and warning, for example, "May I ask for some feedback after I present at the meeting this pm? I am working on my voice and being clear in how I sound when speaking over Zoom." Now feedback can be prepared, focussed and in alignment rather than macro and vague. This approach also indicates that the feedback recipient is doing the pre-work to know what they seek out - this also can build rapport with your mentos.

Many people hesitate to give constructive feedback to their leaders, even if the leader genuinely seeking feedback. A couple things the leader can do to make it less intimidating for others: (1) reveal one piece of constructive feedback they got from others first (2) ask for a specific, timely feedback (3) ask for feedback on the situation, and let the feedback on the person emerge.

In addition to feedback on how you're doing in those early days as a new leader, connect with each team member's individual preferences. How does each person like to be recognized ($, kudos, time off, other)? What are their unique strengths? What's the mode of communication that brings our their best? This kind of feedback will allow you to tailor your communication and build authentic, team-centered leadership quickly!

Seeking feedback is a trust-building superpower. Ask for it regularly and genuinely. When your team sees you value their insights, it fosters a culture of trust and continuous improvement. ?? Create anonymous channels for feedback if necessary, to ensure honesty. When you receive feedback, thank your team and act on it. Demonstrating that you listen and take action is key. ?? Offer feedback to your team as well. It's a two-way street. Constructive criticism, when given respectfully, helps everyone grow.

....And when you get feedback put it to good use, show the team that you are willing to change and that their feedback is put into practice. This will start a very healthy feedback cycle! The key here is self-awareness. A great leader is self aware.

In my experience, the best way to develop others is by giving them autonomy and investing in them. Your team wants you to trust them. By providing clear expectations and autonomy, you create a culture of self-accountability. Self-accountability creates ownership.

Developing others is a noble leadership mission. Start by identifying your team's strengths and areas for growth. Provide opportunities for skill-building and offer mentorship. Encourage a culture of continuous learning. Support your team's professional development by providing resources and promoting a growth mindset. ?? ?? Celebrate achievements, both big and small. Recognizing and rewarding your team's progress builds trust and motivation. Be the leader who empowers others to succeed. In your leadership journey, remember that trust and credibility are earned over time. They are the currency of effective leadership.

Investing in others' growth accelerates mutual success. Provide opportunities for skill development, mentorship, and recognition. A leader who prioritizes the development of their team fosters a culture of trust and collaboration.

One of the practices you can put in place is a simple "workshop" called leader assimilation. You may need external help but put it simply, it is a safe space for your team members to discuss the impressions they have of you. By having somebody external, it helps with them being open. That external facilitator can then aggregate the data to discuss with you and the team together. This has helped create trust more quickly for a new leader coming to the team.

Establishing trust and credibility as a new leader is a top priority from day one. As a learning leader, I use the following techniques: 1) Be approachable. Yes, it sounds easy, but some leaders struggle with this very one. Be warm and approachable. 2) Be human. Being human and being a boss are mutually beneficial, but some leaders believe being tough creates respect. Not true. Instead, be relatable and compassionate. 3) Be available. Meet your team individually to learn from their experience, gather feedback, respond to their questions, and invite them to ask you anything. 4) Be willing to share your expertise. Being a leader also means keeping your team informed and ensuring that your team can utilize your expertise without prejudice.

Trust and credibility are not bestowed upon leaders by default; they are qualities that must be consistently earned and nurtured. Through authenticity, active listening, leading by example, and fostering open communication, a new leader can forge strong bonds with their team, enabling them to embark on a journey of mutual trust, growth, and success. As I continue to navigate the dynamic landscape of leadership, these strategies remain the guiding stars of my leadership philosophy, inspiring not only trust but also the aspiration for excellence in all that we do.

To build trust and credibility as a new leader, prioritize authenticity, clear communication, and leading by example. Empower your team, show empathy, and be open to feedback while acknowledging your mistakes. Foster collaboration, set realistic expectations, and invest in your team's development. Maintain confidentiality and celebrate successes. Lastly, stay composed under pressure and remain adaptable to build lasting trust and credibility with your team.

Let's underline something. It isn't something that happens overnight. It takes time, will and commitment. It takes honest and fair play. It takes you to be the best you can be in what you do. It takes you to help when you can, and not trying make obstacles. It takes you to be open in your speech, and actions. It takes you not to be involved in "small talks". It takes you to further develop your skills. It takes you to further develop skills of your team. It takes you to understand. It takes... There will be pros and cons, but, moreover, it takes you to trust your team so that they can trust you. As you can see, it's mostly about you. Have that in mind when things go wrong.