This is the third installment in the series from JetBlue CEO, Joel Peterson. I have once again hit the highlights for you. Thank you to Mr Peterson for a great series!
Our best performances are nearly always spurred on by colleagues and leaders who have empowered us – that is, trusted us with the freedom and resources to excel. Low-trust organizations have trouble giving their teams the latitude to do much. Wary ofeveryone, they often don’t trust even their most trustworthy people. Instead, they rely on thick compliance manuals for even the most trivial matters, and reward tattlers as a way to prevent rule breaking. This suspicious atmosphere kills initiative and creativity, and worst of all, it stifles any potential for trust.
Here are a few things to consider if you’re aiming to build a culture where people are empowered to do great work:
1) Bet on people. Allow people a chance to prove they can take on more responsibility. A leader who trusts others to grow inspires the best in people and can ignite trust. 2) Take action. Try out ideas, don’t just talk about them. Walk that talk. 3) Move On. What worked before is not today’s answer.High-trust organizations don’t rely blindly on old rules. Instead, they trust their teams to figure out the new ones. 4) Expect mistakes. Even the best efforts can, and do, fail. Find out why quickly, learn and move forward with renewed vigor. 5) Don’t be paranoid. Giving up power is a great way to create more power. Get everyone on the same page and make great stuff happen together.
“The glue that holds all relationships together – including the relationship between leader and the led is trust, and trust is based on integrity.” – Brian Tracy
It is impossible to have effective and productive working relationships without trust. Trust is critical for every business and for every team. Today, associates work in teams on a daily basis. They rely on each other to succeed, to meet the ever changing demands of their clients, to leverage each others expertise to solve business problems in real time. Teamwork involves trust among team members and between management and associates. Trust is the cornerstone of success. Without it the team will fail. When one member of the team undermines trust, it sets the entire team back on it’s heels.
So why is it that team members undermine trust by divulging confidential information? Why is it that team members, after being told specifically that the conversation they just had was confidential, go running immediately to others to share the information?
Do they not care about the success of the team? Do they place their own needs above the needs of the team? Do they believe that there is an “I” in team? Whatever the reason, the fact remains that this type of behavior negatively impacts the teams ability to win. Plain and simple.
Webster’s Dictionary defines trust as the “assured reliance on the character, ability, strength, or truth of someone or something.” The key to the survival of a business is trust. Trust is a critical issue in any type of relationship because a relationship without trust is not really a relationship at all. A team that does not build a trusting relationship is not an effective team. Trust forms the foundation for effective communication, associate retention, motivation, and instills passion and commitment to exceed client expectations.
Trust, honesty, clear goals and collaboration are the keys to success on any team. Everyone on the team plays a critical role, but these key elements are the foundation that needs to be built upon. Team building is not always the easiest task to accomplish, but without it there is no Team, only “I’s.”