Here's how you can establish trust and cultivate strong relationships with your Agile team members.

To foster trust and strong relationships within your Agile team, consider these strategies: 1. Foster open communication 2. Maintain transparency and authenticity 3. Create a safe and supportive workspace 4. Show empathy and understanding 5. Define roles and set clear expectations 6. Recognize achievements and contributions 7. Support collaboration and teamwork 8. Encourage ongoing learning and development 9. Set a positive precedent through your actions

Before anything, you should realise that the Agile method, especially Scrum, is built to build strong relationships between team members. So before you start with the "niceties" ensure you follow the method as specified: - Trust in the abilities of your team members - Don't fear the cost of failure because Agile is designed to ensure that failures occur with minimum cost to time and resources Adding "good manners" such as open communication, transparency, and encouragement should do the rest. I always try to SHOW I trust my team members instead of trying to FOSTER it. Funny enough, the latter is naturally achieved when I focus on the former.

Autenticidade é fundamental, realizar reuni?es one-a-one por formalidade n?o ajudará muito. Imers?o junto ao time será essencial e se aproximar da solu??o dos problemas e impedimentos da equipe s?o a chave para o sucesso. Inclua reuni?es one-a-one no seu ritual de gest?o. Se prepare com antecedência e escute mais do que fala. No início costuma ser um pouco artificial, mas deixe claro o objetivo para toda equipe, construa um clima de confian?a e aos poucos os resultados aparecem.

Start with a statement: introduce yourself to the team, clearly state that you're here to help them and facilitate solving their blockers. Provide a couple of real life examples that support your claims and helps you gain their trust. Have their backs, if they're in the wrong, find the suitable way for each person to constructively communicate that. Finally, always hear them out and support when needed.

Example: Add 1:1 (one-on-one) meetings to get to know your team members. Plan lunches and get to understand one-another to build trust and team morale. Pair-program and "swarming" work also help.

Building a shared vision is even better for a team's success, than simply sharing a pre-existing vision. By co-creating a vision together, team members feel a sense of ownership, responsibility, and relevance, which is essential for true buy-in and commitment. The term "purpose" instead of "vision" can better capture the essence of the "why" behind the team's objectives. By allowing everyone to contribute their ideas, perspectives, and aspirations, the resulting purpose will be more meaningful and inclusive. Moreover, it's beneficial to periodically revisit and reassess the team's purpose, both individually and collectively. This exercise allows for realignment and ensures that the purpose remains relevant and motivating.

Brainstorming together on creating a vision statement for the team is the best way to go. These discussion often also give a clearer picture into the aspirations, strengths as well as and quite importantly the challenges of the team. Working on creating the vision together also ensures everyone on the team remembers the vision, and is better aligned to it.

Biggest catalyst for teams accepting Agile in my experience has been that it brings transparency and predictability. Teams and departments work in silos with little to no interaction and only collaborating at management meetings and giving updates. Scrum breaks down those silos, now teams have the flexibility to demonstrate their work at Sprint Review and invite other teams and stakeholders, get feedback at the early stages. Agile is loved at new teams for the predictably it brings, teams will be talking about weeks and months to get something done now talk in terms of sprints and PI. Management likes that teams can predict they can get something done in 2 sprints or 2 PIs.

Ter uma vis?o compartilhada é importante para manter a equipe unida. Certifique-se de que todos entendam os objetivos do projeto, por que ele é importante e como cada pessoa contribui. Isso ajuda a criar um sentimento de pertencimento e direciona os esfor?os de todos. Crie mais conversas abertas sobre a vis?o e pe?a opini?es. Isso pode trazer ótimas ideias e aumentar o comprometimento. Quando a equipe sente que faz parte de algo maior e que suas contribui??es s?o valorizadas, a confian?a cresce naturalmente.

Uma forma de comunicar objetivos de forma clara s?o os OKRs (Objectives and Key Results), uma abordado criada por Andrey Grove e disseminada por John Doerr após o uso pela Google! Vários estudos apontam que as estratégias falham em sua execu??o e que a falta de comunica??o clara dos objetivos é um dos fatores críticos de sucesso. Parece evidente, n?o é mesmo? Como executar bem algo que sequer conhecemos ou sabemos? Minha sugest?o, utilizar OKRs para trazer a estratégia para o dia-a-dia da execu??o para n?o deixar a rotina e as coisas "urgentes" engolir o que realmente importa!

There's a model that makes a lot of sense to me, and it's the learning staircase. On the 1st step, we don't know what we don't know (Unconsciously Incompetent). To move up to 2nd, we need feedback. Once the feedback is processed, we are in the 2nd step, now we know what we didn't know (Consciously Incompetent). To continue, we need to study, read, learn, prepare, debate, etc. On this 3rd step, we know what we know (Consciously Competent), to progress to the 4th step, we need practice, a lot of practice until it becomes second nature (Unconsciously Competent). By fostering a culture of open feedback, individuals & teams can embark on a continuous improvement, adapting to new challenges and staying relevant in an ever-changing environment.

As a leader and not a manager , one must offer feedback regularly and constructively. Focus on behavior and outcomes rather than personal attributes. Acknowledge and celebrate successes and improvements to motivate team members.

Vejo que o Feedback é constantemente abordado nos artigo. E precisa ser mesmo, pois "abra?ar o feedback" é essencial no Agile. Crie um ambiente onde críticas construtivas sejam bem-vindas e vistas como oportunidades de crescimento. Deixe claro que o feedback n?o é pessoal, mas uma ferramenta para melhorar. Fa?a retrospectivas regulares para discutir abertamente o que está funcionando e o que n?o está, garantindo que todos tenham voz. Isso n?o só melhora processos e resultados, mas também fortalece a confian?a entre os membros da equipe.

One cannot stress more on the need for cross functional collaboration. While we expect Agile teams to be technically savvy, it is key to spend both time and effort on 'educating your technical teams on the Business aspects' of the product you wish to build. Going into an iterative development cycle with not enough Business context, slows down the delivery of Your products significantly, since the teams keep going back and forth with the Business SMEs / Product Owners for Product details. It may seem a slow burn initially, but it is time well spent in the long run.. fostering quality relationships between Business+IT stakeholders. Win-win !

In order to collaborate, first you need to trust. First you build clear Communication channels among the team (from language perspective), then you can build trust, only then you will Collaborate. Collaboration has to be a two-way street. One aspect is being available to help others, and the second is asking for help by declaring "I don't know." Saying "I don't know" has two very positive effects on a team's dynamics. First, someone will likely say, "I do know," and second, someone who was hesitant before will now feel comfortable saying, "I don't know either." This creates a virtuous cycle of trust and learning within the team. Ultimately, effective collaboration thrives on a culture of humility, transparency, and mutual support.

Identify their strengths and weaknesses and unlock their potential skill by fostering each and everyone. Facilitate regular knowledge sharing session on each one’s skill set and empower them to collaborate

Integrity is a cornerstone for building and maintaining trust. Acting with integrity ensures that people are perceived as trustworthy and reliable within their relationships and communities. Integrity involves being honest, ethical, and consistent in one's actions and words. It makes a person predictable in the best sense, builds credibility over time, and allows for handling disputes in a fair and transparent manner.

I associate the word autonomy with three other essential requirements or pillars for individuals and the entire team in an agile environment: enablement, empowerment, and motivation. Enablement is about ensuring that individuals and the team have the necessary knowledge and tools to perform their work effectively to achieve the proposed objective. Empowerment is about feeling that we have the authority (and accountability/responsibility) to make decisions. And motivation is the internal drive that propels us to take the necessary actions to accomplish the objective. By fostering enablement, empowerment, and motivation, organizations can cultivate a culture of autonomy that unlocks the full potential of their agile teams.

* Identity what are strength of your team members. * Help them to realize where you can offer exclusive help with your skills. * Tap on their improvement areas and help them constructively. * Go for unorthodox ways of synchronisation and contribute value. * Explore ways which keeps team highly motivating and they have experimental mindset. * Create a culture of healthy conflict and efficient reward system.

Don't focus on how to make the team trust you or how can you can trust your team. Instead focus on your ability to gauge your competence. Don't over or under sell your skills. Be host with yourself. Know your skills and limits. When you know what you can deliver and how fast, then you have trust in yourself. Your team will trust your work and admire you. Then you will be the template. Hope this helps.

Throughout my 24-year tenure as a manager, I have adhered to four guiding principles that define my core responsibilities toward my team: Enablement, Empowerment, Motivation, and Collaboration. These principles have been instrumental to my success, fostering a supportive and productive team environment.

La cultura de la transparencia y el empoderamiento son la clave. La visión horizontal en la toma de decisiones ayuda a los equipos a crecer y confiar tanto unos en otros como en ellos mismos.

It is important to respect the boundaries of the team members. Sometimes too enthusiastic Agile professionals who are eager to build trust are too enthusiastic to a point of being intrusive.