By Nigel Harris
Developing and maintaining trust at work
Building and maintaining trust in the workplace in important to help me meet the aim and objectives set as a team. Working as a team is important in allowing the work we face to be completed to a high quality standard using effective and efficient ways to providing value for money.
Consistent behaviour: When managers behave consistently, it enables employees to identify the boundaries within which they can operate. Inconsistent behaviour makes it difficult for employees to know what to expect – will their manager be pleased when they use their initiative in improving a certain process or be angry? It is important to be able to predict to some extent how your manager will react.
The level of trust that employees have in their managers and leaders is often not given the attention it deserves. When trust is in place it fosters more positive working relationships which have an important impact on an individual’s overall psychological well-being. The presence of trust in an organisation is therefore crucial for both employee, manager and then business performance.
Six requirements for building trust:
Ability – the manager’s ability to do their job.
Understanding – displaying knowledge and understanding of their employees’ roles and responsibilities. Fairness – behaving fairly and showing concern for the welfare of employees. Openness – being accessible and receptive to ideas and opinions. Integrity – striving to be honest and fair in decision making. Consistency – behaving in a reliable and predictable manner.
Maintaining confidentiality: It is essential that information entrusted to you in confidence is kept secure. The sharing of confidential information without permission is a sure-fire way of destroying a trusting relationship, sometimes beyond repair. In addition, if a manager shares confidential information with others, and the rest of the team become aware of this, it’s very unlikely that they will be willing to confide personal information of their own.
Building the team
Before I move onto “building the team”, I think that it is important to know the difference between a group and a team, as many people use the words team and group interchangeably, but there are actually a number of differences between a team and a group in real world applications.
A team is internally organized, with specific goals and usually with specific roles for different members of the team. A group is just a collection of people with something in common, such as being in the same place or having a shared interest.
It is often much easier to form a group than a team. If you had a room filled with professional accountants, for example, they could be grouped according to gender, experience, fields of expertise, age, or other common factors. Forming a group based on a certain commonality is not particularly difficult, although the effectiveness of the groups may be variable. A group's interpersonal dynamics can range from complete compatibility to complete intolerance, which could make consensus building very difficult for a leader.
A team, on the other hand, can be much more difficult to form. Members of a team may be selected for their complementary skills, not a single commonality. A business team may consist of an accountant, a salesman, a company executive and a secretary, for example. Each member of the team has a purpose and a function within that team, so the overall success depends on a functional interpersonal dynamic. There is usually not as much room for conflict when working as a team.
With in my work place we have “the team” or business team and that is made up of one person to deal with sale’s and booking’s and obtaining contracts, then we have a second person who deals with the governing bodies that we deal with in connection with exam papers and regulations we must follow, then we have...