Building Trust With New Reports
5 Essential Tips for Managers
As a manager, establishing trust with new reports is paramount for fostering a positive and productive environment. Trust lays the foundation for effective communication, collaboration, and overall team success. Whether you’re a manager joining a new company/team or you have new reports joining your team one of the most important things you need to do first is build trust.
Having joined 2 new companies in the past 12 months I’ve had to build trust quickly with many different people so I thought I’d note down five tips I use for building trust with new team members.
Open Communication Channels
I believe that clear and open communication sits at the centre of trust. Create a welcoming atmosphere from day one by establishing open lines of communication. The first one-on-one meeting is a crucial way to establish initial trust with each new report. I have a template that I use for all of my first one-on-ones, ensuring consistency, which covers things like personal introductions, our expectations, where/how they feel I can support them best, and any concerns they may have. I also like to ask them about the best and worst managers they’ve had in the past as this gives a good insight into what their expectations are from me, as their manager. Make sure to actively listen to their input and be transparent about your communication style and your expectations. Encourage questions from them and address any uncertainties quickly, fostering an environment where your reports feel comfortable expressing themselves.
Lead by Example
Trust is earned through actions, not just words. Demonstrate the values and work ethic you expect from your reports by leading by example. Be punctual, follow through on actions, meet deadlines, and show a strong commitment to the team’s objectives. When your reports witness your dedication and accountability, it sets a positive standard for them to follow. In addition to this, admitting your mistakes and taking responsibility when things go wrong reinforces your authenticity and builds credibility. The three simple words, “I was wrong”, can have such a profound impact on your team’s trust in you and foster an environment where your team are open to admitting mistakes which leads to growth.
Constructive Feedback
Feedback is an important element in professional growth. Instead of providing feedback solely when mistakes have happened or your report hasn’t met your/team/business expectations, ensure that you offer constructive feedback that highlights both strengths and areas for improvement in the way that your report prefers to receive feedback. Everyone has a preferred way to receive feedback so make sure you find out what each individual’s preference is in your first one-on-one with them. This approach demonstrates your investment in their success and shows that you are committed to helping them develop their skills. I apply Kim Scott’s Radical Condor framework when it comes to feedback by caring personally and challenging directly. Regular feedback sessions create a culture of continuous improvement, where trust is built on the understanding that everyone is working together towards common goals. In addition to this, I believe that feedback is a two-way street; I consistently ask my reports to provide feedback to me and explain why this is important for my growth to develop into a better manager who can better support my team.
Empower and Delegate
Empower your team members by giving them opportunities to take ownership of projects and make decisions. Delegating responsibilities not only demonstrates trust in their abilities but also fosters a sense of ownership and accountability. Communicate expectations clearly and provide the necessary resources and support. When your team members feel empowered and valued, they are more likely to reciprocate with dedication and trust in your leadership.
Human Connection
Understanding your team members on a personal level helps you better communicate, motivate, and support your team. When people feel that you know and care about them as individuals, they are more likely to trust you and feel comfortable discussing both work-related and personal matters. I make sure to leave space in every one-on-one to talk about things outside of work and learning about my report’s life. There is a balance to strike though, you may find that some people are more comfortable than others when it comes to sharing personal details, so make sure you approach this with sensitivity and be mindful of individual preferences. Again, this is not a one-way street; I also make sure that I share things about myself so that my reports feel like they know me, as a human. Understanding what’s happening in my team members’ lives outside of work can help me be more empathetic and supportive of their work-life balance. This ultimately leads to a more positive work environment where everyone is encouraged to bring their whole selves to work.
To summarize, building trust with new reports is an ongoing process that requires dedication and consistency. By fostering open communication, leading by example, providing constructive feedback, empowering your team, and establishing a human connection, you set the stage for a positive and trusting work relationship. As trust grows, so does the potential for collaboration, innovation, and overall team success.
I’d love to hear about other things you do to build trust with your new reports. Let me know in the comments!
