Great Teams Start with Trust
I was very fortunate to have managers at the very beginning of my career who saw the potential in me that I didn’t see in myself. When I look back, I realize they gave me a gift. The gift of trust and responsibility that stretched me and set the trajectory for growth. I still reap the benefits those first managers provided for me to this day. And I am eternally grateful.
Ever since, I’ve been on a mission to pay it forward with the young professionals in my life, whether they are my direct reports, friends’ children, or younger family members.
Now that I have spent the past 10 years managing teams of my own, I know how important it is to guide new hires toward success. I also know how important it is to let go at some point, let junior staffers make mistakes, and coach them in a way that provides opportunities for learning and improving.
Easier said than done.
Especially in workplaces where the pace has never been more intense and deadlines have never loomed larger.
Micromanagement breeds in work environments where there is little tolerance for mistakes and where expectations are ambitious, sometimes even unrealistic.
As a result, managers can tend to be high touch and helicopter-ish. It’s no wonder our teams can often feel uninspired and indifferent.
If we’re going to shift from the need to micromanage, I would like to make the case that we move from “high touch” to “high trust”. It won’t happen overnight and there are certainly circumstances where some need more handholding than others.
Handholding is fine. Just be mindful of the grip.
Culture in the workplace can vary from industry to industry, however, there is one factor that can define success no matter the culture. Being trustworthy.