Vertrouwen in teams

< Vertrouwen
 * Tribe(s): Thema-team werk

Introductie
Het fundament van een succesvol team is vertrouwen.

https://team-focus.nl/lencioni-en-de-kracht-van-teams/


 * Geven teamleden openlijk en gemakkelijk hun mening?
 * Zijn teamvergaderingen meeslepend en productief?
 * Komt het team snel tot beslissingen en wordt voorkomen dat het verzandt in consensus?
 * Geven teamleden tegenover elkaar openlijk hun tekortkomingen toe?
 * Zijn teamleden bereid om hun eigen belangen op te offeren voor het welzijn van het team?

Hoe ontstaat vertrouwen?

 * Is het zo dat teams die op een Agile manier werken meer vertrouwen in elkaar hebben? De transparantie die kenmerkend is voor de Agile manier van werken kan bijdragen aan vertrouwen. Een hoge mate van transparantie kan er ook voor zorgen dat mensen elkaar de maat gaan nemen, elkaar gaan bekritiseren. Hoe zorg je dat er op een respectvolle manier feedback gegeven wordt?

Tien tips
In blogpost uit 2016 worden tien do's en don'ts gegeven.

3. Divide and conquer your team by playing favorites and switching up the list of favorites so that no one know whether they're doing a great job or on the verge of getting fired. When people don't know where they stand, they can't blossom.
 * Als je met teamleden in gesprek bent vraag dan niet alleen naar de doelen, maar ook hoe het met ze gaat, wat ze nodig hebben van jou of waar ze prioriteit aan willen geven. Medewerkers zullen ge-demotiveerd raken als je ze beschouwt als een resource i.p.v. een briljante samenwerker.
 * Geef teamleden inzicht in de plannen van de afdeling en/ of het bedrijf. Hoe kunnen mensen geven om hun werk als ze geen idee hebben hoe hun werk bijdraagt aan de organisatiedoelen.

4. Use punishment as a tool to get people to work harder. Tell them, "If you don't want this job, I'll find someone who does!"

5. When your team has a victory, don't mention it. Tell them what they can do better next time, instead.

6. Stay in your office with the door closed and ignore your employees' email and voice mail messages. When people can't get their manager's attention, they stop trying -- and who can blame them? Anyone would give up trying to push a rock uphill eventually.

7. Make it hard for your team members to build relationships outside your department. When people are cut off from the social interaction and daily problem-solving that makes a job fun and rewarding, they'll tune out and do the minimum.

8. Overload your employees with crushing amounts of work so that they'll never have an idle moment. If you knew that no matter how much work you got done, you would always be behind in your work, would you try harder or adopt the attitude, "I'm going to pay one more invoice and that's it for today. Why should I kill myself when nobody notices or cares anyway?"

9. Make rules and policies a cornerstone of your management philosophy. Catch people doing something wrong whenever you get the chance and make sure they know that their jobs are at risk all the time.

10. Finally, tell your employees that they are easily replaceable so none of them gets a swelled head. When people aren't acknowledged for their hard work, they dial back their output. That's a predictable response. Would you expect your employees to give the extra effort even though you don't seem to notice when they do?

It's a new day, and managers around the world are learning to lead their teams the way they'd like to be led -- through trust. They're getting rid of pointless policies and unnecessary approvals for ordinary activities.

They're spending their staff meeting time talking about energy blockers like poor communication, a fuzzy or missing strategy or role confusion instead of always talking about the week's production targets. These managers are onto something important. They know that culture is king and that you can't get people to work harder by grading or berating them.

You can't get people to care about their work by installing see-through Motivation Programs, but luckily you don't have to. You only have to be human yourself and let your genius employees be themselves at work, too!

Liz Ryan is CEO/founder of Human Workplace and author of Reinvention Roadmap. Follow her on Twitter and read Forbes columns.