What are the best ways to build trust and teamwork within an event production team?

As an event video production lead, it is very important to let your team know that your are approachable and that they can always reach out to you incase of any issue. The goal is to have a successful event production and motivated team members who can put up an 'A game' at their roles. This can bring more trust from your team members when they learn that their efforts and abilities are appreciated.

Understanding each team members “Instinctive Strenghts” is paramount in building high performing teams. What is “Instinctive Strenghts” it’s the way each person takes action. Once we figure this out, align each team member with their corresponding role and responsibilities and watch them thrive.

6 Things we do at AITHR: Open Communication: Keep chats flowing, be candid! (golden rule) ??? Celebrate Wins: Every achievement, big or small, deserves a high-five! (24 hour rule)?? Team Activities: Karaoke nights, anyone? Knowing your crew outside work builds bonds. ?? Empower Decisions: Trust in your team's expertise and judgment. ?? Stay Transparent: Keep everyone looped in. No surprises, just clear expectations. ?? Feedback: Regular check-ins for growth! ?? We're in this together, folks! Let's make epic events and have a blast doing it! ?? #TeamworkDreamwork

To build trust and teamwork within an event production team: - Communicate openly and clearly. - Define roles and responsibilities transparently. - Cultivate respect and support among team members. - Recognize and appreciate everyone's efforts. - Lead by setting a positive example. These steps can create a cooperative and trusting environment, leading to a successful and unified event production team.

Having a hierarchy is important, but also knowing each individual’s unique skills (and giving opportunity to expand their capabilities) is important to team growth.

Communication is vitally important and you should cultivate a culture where others can come to you with their ideas, issues, and solutions.

Effective listening by the team leader to his peers is essential element in encouraging team contributions. Without that, most of members in the team will be hesitant to collaborate due to absence of an effective listener who cares.

Information hoarding is one of the top reasons for production teams to fail. Humans work best when the problem, requirements or request are contextualized. Sharing this context for team members to think with or for you is very important. Defining internal and external constraints before asking for inputs/solutions from the team help them further. So communicate as often as you could with as much context as you could so have your team work and run in one direction.

When working with your planning team, think forward to the load in when compiling and naming those show documents. The folks who are pushing data to breakouts can work fine from the Excels in the shared cloud, but the 50 stagehands pushing gear and turning to setup rooms need hard copy paper references. Color coding by areas, using consistent terminology across everything reduces the questions and guessing. Think about how you'll provide floor plans, label the road cases, print event schedule, recording logs, points of contact, radio frequencies, all those things the folks walking in to the job will benefit from.

Having a common form of communication will streamline things, but it’s also important to have redundancies in place should that particular mode of communication become unavailable.

In my experience I can say, you must be kind to everyone involved, from the cleaners to the project manager or director. Because all tasks are very important to achieve the goals. Communication is the base of all. All sectors must know what and when they need to do. Every single sector has the logistics to accomplish it to have success in the end.

A “post event” form that has factors involved to measure a successful event can really elevate the dialogue. Also allowing for anonymity so others can share their honest feedback can build trust. Consider common factors that get brought up and focus on improving on those.

Encourage debriefing and feedback sessions after each event. Use this as a platform to discuss what went well, what could have been improved, and what lessons can be learned from the experience. This reflective practice allows the team to identify areas for growth and development while building trust by showing a commitment to improvement. This reflective space should also be utilised to provide recognition to team members and this attitude should be encouraged amongst the team to create a safe space to provide constructive feedback after each project or event cycle is complete.

Invest in the continuous growth of your team by offering training and development opportunities. Allow your team to access training that is also outside of their comfort zone, that they may have a passion for. Creating a diverse hub of training resources can help teams to grow together and work on new skills outside of their existing strengths. These opportunities can help to build trust in their abilities.

While I agree that there are strategic ways to build trust between the team and the company, there are still a lot of opportunities for leaders to show up as themselves, in vulnerability and authenticity to create an environment where safety is modeled and encouraged. These are people and strategy will only get leaders so far if they aren’t willing to manage their emotions while creating real relationships. When a manager is struggling to connect, I recommend they go a little deeper and model the communication they want to see from their people in a direct and succinct way. Tell stories, demonstrate empathy, and take action to solidify the realness of the connections through celebration, encouragement, and creating levity more often.

I believe in allowing your team to contribute to the idea, the creation, the build up to, during and post event. Including your team through the entire process allows for them to feel more than just a worker, but to see their work & ideas being trusted enough to be brought to fruition. To acknowledge all aspects of your team. From the newest to most seasoned member and to give gratitude always. Your only as good as your weakest link & if they are weak does not mean they are not fast enough, not good enough. Simply means we need to use our team for the great that “they” are. Everyone has their own gift & talents and by embracing that and building on that allows for all things positive. Believe in them and they believe in you! = TEAMWORK

I always show my team that there is nothing that I will ask them to do that I am not willing to do myself. I believe whole heartedly that I need to be a part of my team, not above them.

Each team member must be Direct and respectful . Honesty with everyone on the team in approaching any defined goal is always the best policy .

It's essential to address trust issues within a team. Analyzing incidents is a great start. Some common causes: Communication: Improving communication tools and setting clear roles and responsibilities (RACI) can help. Leadership: Strong leadership and role modeling are crucial for fostering trust. Toxic Members: Addressing toxic behavior and promoting a positive team culture is essential. Once you've identified the specific issues, you can develop a plan to address them and rebuild trust within the team. Regular team-building activities and training in conflict resolution can also be beneficial. Remember that rebuilding trust takes time and consistent effort from everyone involved.

Fostering trust and teamwork in event production involves clear communication, defined roles, SMART goals, leading by example, and collaboration. Building trust over time through transparency and recognition is key. Conflict resolution, training, and feedback are essential. Adaptability and respect for diversity are vital, as is empowering team members. Consistently applying these strategies cultivates a positive team dynamic and ensures successful event production. RECOGNITION