Here's how you can establish trust and credibility with your team members as a leader.

Nowadays, filters are the status quo and if you decide to remove the filters, be vulnerable and authentic, you simply stand out. And if you stand out, people are more likely to listen to you, to follow you, which is a must for every leader.

This one is so crucial as we are getting lost in the facade of being in a certain way. Often forgetting, we can only pretend for a while and that truth will come out sooner or later. Worse, if we fall into the masks and forget who we truly are, we live a miserable life within. A happy Team is one where they are able to express and experience the true self, learning, making mistakes, growing. All this can happen if as a leader we are being Authentic

Duas praticas que adotei durante minha experiência como RH, foram: manter comunica??o aberta e cumprir com o combinado. Aprendi que a confian?a e a credibilidade s?o essenciais para liderar bem, através da comunica??o aberta com minha equipe. Eu compartilhava atualiza??es importantes, dava feedbacks construtivos e ouvia as preocupa??es e sugest?es. Essa transparência mostrava que eu valorizava as opini?es deles. Outra prática foi cumprir sempre o que prometia. Se eu assumia um compromisso ou prometia algo, fazia quest?o de cumprir. Manter minha palavra era crucial para ganhar a confian?a da equipe. Isso mostrava que eles podiam contar comigo e que eu estava comprometido com o sucesso de todos.

A condi??o de líder oferece desafios que ao mesmo tempo que se apresentam como "dificuldade", podem ser positivos se estabelecidos um método de trabalho, será apenas um desafio com propósito e foco no desenvolvimento. Atuando no segmento de BPO, pude constatar que existem premissas de engajamento estratégico que podem ser consideradas fatores predominantes para uma entrega quantitativa e ponderada por uma métrica qualitativa, tais como: - Clareza na estratégia; - Responsabiliza??o com os respectivos protagonists; - Plano de desenvolvimento individual estruturado. A minha premissa de trabalho é estabelecida em identificar os perfis e direcioná-los para as cadeiras que mais oferecem campo de atua??o.

In my opinion the best part one should be to be transparent one level up and one level down within the organization. It will help the entire team to be more secured and empowered . It will help the entire team to grow alongwith the organization in due course of time .

La comunicación abierta y transparente es vital para ganarse la confianza de un equipo. Por un lado, manejar la misma información nos da el poder para entender el para qué, la prioridad y urgencia del día a día. La autonomía del equipo implica que el líder confió en que el equipo tomará las mejores decisiones, y esto es posible si el equipo tiene el contexto, más certezas para llegar a mejores decisiones. Por otro lado, la apertura para expresar abiertamente preocupaciones, feedback y desaciertos: otra gran muestra de confianza es que el equipo no tenga miedo a hablar o equivocarse, sino asumir riesgos y errores con mentalidad de aprendizaje.

Trust, Credibility and Respect equation: How you look? How you act? What you say? How you say? Communication and comprehension is the key to build that trust within the team.

Trust cannot be seen rather it can be felt within the team or organization by giving openness to speak without any fear of loss. Everybody's opinion can be taken and the best one can be incorporated which help to build an environment of empowerment .

I have been practicing this for many years now and it gives a good feel factor to both the supervisor and the subordinates. Open communication with the right tone, right timing and right message helps in our daily work

La comunicación efectiva no se trata solo de hablar, sino también de escuchar. La escucha activa es una habilidad poderosa que puede transformar tus interacciones generando mayor confianza y fomentando el diálogo. Recuerda que la comunicación abierta, la claridad del mensaje, la escucha activa, el lenguaje corporal y el manejo de conflictos son tus mejores aliados para generar confianza en tu liderazgo.

A simple yet effective practice that shows engagement and commitment as a leader, to your team, is following up and following through on your commitments!

It’s what Steven Covey said: “be congruent”! ???? It’s the way in which the business interacts with its customers, partners, and other stakeholders should be congruent with its brand promises and ethical standards. Transparency and honesty in these relationships help maintain trust and credibility.

A consistência em a??es e decis?es é crucial para estabelecer credibilidade. Um líder de RH que utiliza metodologias como OKRs (Objectives and Key Results) para definir metas claras e alinhadas com a equipe garante previsibilidade e seguran?a. Ao cumprir compromissos e manter padr?es elevados, líderes demonstram que suas palavras s?o acompanhadas por a??es concretas. Isso cria um ambiente onde os membros da equipe sabem o que esperar e se sentem seguros para confiar na dire??o tra?ada. Essa previsibilidade fortalece a confian?a na lideran?a e aumenta a coes?o e o engajamento do time.

Na minha opini?o, a congruência entre pensar, sentir e agir é fundamental tanto no trabalho quanto na vida em geral. Quando somos consistentes em nossas convic??es e a??es, construímos rela??es de confian?a e inspiramos outros ao nosso redor. Essa integridade interna n?o apenas fortalece nosso impacto profissional, mas também contribui para uma existência mais autêntica e satisfatória em todos os aspectos da vida.

Consistency is the backbone of trust and reliability in leadership. When your actions align with your words, it cultivates a stable environment where your team feels secure and valued. By consistently delivering on commitments, you demonstrate integrity, fostering a culture of mutual respect and confidence. For instance, if you consistently recognize team achievements, it motivates and reinforces positive behaviors, driving collective success.

Trust can only build by empowerment, empowerment not only gives your team sense of ownership but also build leadership qualities within them. I observed that leader empower their team but shows no commitment to deliver the decision taken by team.

Setting the conditions and providing clarity on the 'what', then supporting team members in their efforts to figure out the 'how' is a strategy worth considering. It's probably a fair statement that few, if any, people want to be bossed around & told how to do their jobs. If that level of telling is present, there probably are issues with the leader, the team member(s), or both that need to be addressed. Instead, supporting employees' efforts to deliver, providing guidance & not dictation, and holding them to account for their results likely benefits all involved.

Ma meilleure astuce pour favoriser cette responsabilisation est l'utilisation de questions ouvertes. évitez les questions commen?ant par "Pourquoi", qui peuvent amener les personnes à se justifier. Préférez des formulations comme "Qu'est-ce qui t'a motivé à... ?" ou "Comment t'y es-tu pris pour... ?" Ces questions ouvrent un dialogue constructif et permettent d'obtenir des perspectives authentiques sans mettre la personne sur la défensive.

Forne?a feedback construtivo e encorajador regularmente. Reconhe?a os pontos fortes de cada membro e ofere?a sugest?es para melhorias, sempre com uma abordagem positiva.

Empowering your team members to take ownership of their work builds trust and shows that you have confidence in their abilities. Provide them with the resources and support they need to succeed, and give them the autonomy to make decisions within their scope of work. When team members feel empowered, they are more engaged and committed, and more likely to trust in your leadership. This approach fosters a sense of responsibility and pride in their contributions, leading to a more motivated and productive team.

Leading by example means consistently upholding high standards of virtue, discipline, and ethics. This principle isn't just temporary; it's a daily practice rooted in authentic behavior. It's not about "faking it till you make it," but about embodying unwavering ethics and values, no matter the challenges. A true leader by example inspires and influences others with integrity and steadfast principles, not through force or authority.

We talk a lot about being an example when it comes to deliveries, but a big point of attention is also our posture and behavior. The vast majority of people seek professional growth, when we look at our leader at some point we think "how did that person get there?", and at this moment that our behavior is important, as leaders we are an example of what the market demands, a example of what a person should be to get where you are. The way you dialogue, make decisions, give feedback, behave in meetings, among other situations in the corporate world are observed and absorbed by your team, if you have toxic behaviors you will also contaminate your team.

Inspiring trust among your team members comes from a high level of commitment being a leader. Talk the walk is the way to develop it hence show your commitment in terms of delivering promise or efforts to deliver promise, solving their challenges and helping them grow will make your way to inspire trust. Reduce the gap between what you say and what you do, show role model behaviour are ways to inculcate trust in yourself being a leader.

Do the work with the team, organise review meetings and give them guidance as a mentor on how to improve work if there are improvements to be made from your experience. If they didn’t do it right, you didn’t teach them right, take accountability for your part as a leader in their development and training The idea that we hire people to do the job so we don’t have to and expecting them to be as good or better than us is completely redundant, yet so many people still expect their standard to be met by people who have trained in different ways, taught differently, have different ways of thinking or different brain types entirely - neurodivergent vs neurotypical, learning by doing and iterating vs theory based theory etc

Leading by example is one of the most powerful ways to establish trust and credibility. When you model the behavior you expect from your team, it sets the standard and shows that you hold yourself to the same expectations. This alignment between what you say and what you do is crucial for your team to see you as a credible leader. By consistently demonstrating integrity, dedication, and professionalism, you inspire your team to follow suit, fostering a culture of mutual respect and trust.

In my opinion - Recognising Efforts , Celebrating Wins , Giving Credits , Thanking them for any extra efforts they put it will create camaraderie. For credibility - standardisation of roles and responsibility with clear communication on expectation.

Regularly acknowledge and celebrate your team members’ achievements, provide positive feedback, and express genuine appreciation for their hard work. Highlight their successes in team meetings and ensure their efforts are visible and valued within the organization.

One should practice a habit of finding some one doing something right and it will inculcate a culture of Trust and belongingness. If as a leader we are appreciating each and every team members for their contributions it will help us to more make our team more productive day by day. Finally a culture of Trust is built for sustainable development and development.....!

Recognizing contributions is vital for building trust. Acknowledging and appreciating your team’s hard work and achievements shows that you notice and value their efforts. Regular recognition reinforces positive behavior and demonstrates that you are attentive and fair as a leader. This not only boosts morale but also fosters a strong sense of loyalty and trust among your team members, creating a supportive and motivated work environment.

En tant que leader, offrir de la reconnaissance va au-delà des compliments généraux ; il s'agit de répondre aux besoins spécifiques de chaque membre. Lorsque je coache des gestionnaires en utilisant leur profil PCM, qui identifie neuf besoins psychologiques, ils deviennent capables de fournir des retours spécifiques et pertinents. Cela non seulement augmente la productivité mais favorise également la communication et réduit le stress au sein de l'équipe.

Establishing trust and credibility with team members lays a strong foundation for solidarity and cohesiveness. Leaders can achieve this through authenticity, transparency, and relatability. Active listening is crucial; by empathetically engaging with your team, you value their input and perspectives. Encouraging open dialogue and being approachable for feedback fosters mutual respect. The Golden Rule—treating others as you wish to be treated—should guide interactions. Building connections by understanding motivations, aspirations, and challenges further strengthens trust. Leading by example, holding yourself accountable, acknowledging mistakes, and working towards solutions promote accountability. Strong values builds trust.

Authenticity is the key. As a leader, you must Walk the talk. Be simple but logical in your approach and communication always. Be available and approachable.

Para colocar em prática todos os tópicos, o líder deve buscar o autoconhecimento. Líderes conscientes s?o mais capazes de promover uma cultura organizacional que valoriza a honestidade, a transparência e a responsabilidade. Procurar o autoconhecimento é, portanto, uma atividade indispensável para qualquer líder que queira ser eficiente, inspirador e resiliente em um ambiente em constante mudan?a e complexidade.

E nunca se esque?a de se interessar verdadeiramente pelas pessoas da sua equipe. Muitas vezes a lideran?a se vê isolada por achar que o líder tem que manter uma distancia pessoal da equipe para poder tomar decis?es difíceis ou para n?o misturar pessoal com profissional. Se a sua equipe é de alta performance, ela saberá separar essas duas coisas. E te respeitará e te admirará mesmo quando precisar ser mais firme com eles. Ent?o, n?o se afaste, mas traga as pessoas para mais próximo de você.

Let's start with ONE. OWNERSHIP requires of you responsibility and accountability, not about your person but it targets your values. Not merely of your actions but it includes in its entirety your inventory, mission, vision, people and more. NURTURING, you have to nurture your trust, your people and your mission. Your task as leader is to lead, guide and nurture. This is a commitment of continuity to ownership. ENGAGEMENT, this is your root that leads to Ownership and Nurturing. ONE begins with proactiveness, to exercise the spirit of ONE. And with Engagement, you will have the understanding and perspective to truly build your ownership and then nurture others. Remember, be a true leader, and trust and credibility will come to you.