Why trust is important
Confidence-building and motivational measures are extremely important to increase the loyalty and commitment of your employees and thereby generate better performance. The ability to build trust and motivation among employees is key to senior executives
The success of every company, every organization, also depends on whether all stakeholders can be confident that each and every one of them will work within the scope of their common goals - including supervisors.
How to establish trust
A stable and mutual trust is the cornerstone for motivated employees. Instead of building on chance, certain tools can be used and thus the identification of employees with the Company be increased significantly.
If this trust is disturbed, the motivation decreases. If, on the other hand, there is a stable and mutual trust, then it is easy to motivate employees.
3 steps for more confidence
As a manager, you need at least a minimum level of trust in order to succeed and manage successfully: only then can you reliably delegate tasks. Only employees who identify with their tasks reliably ensure that details are dealt with personally.
Three steps are important:
- build up trust
When it has to go fast
What is important here: As a manager, you should have the honest personal willingness to approach your employees openly and impartially. If you have built up a stable relationship of trust between yourself and others over the years, you often succeed instinctively in providing additional motivation with your view of things.
You can not wait for it in business. For example, if you are new to a company or team, or hire new employees yourself, the following steps will help you create a trusting and motivating situation in a timely manner.
Build Trust - 8 Tips
If you feel that an employee is facing you insecure or even suspicious, confidence-building measures help to achieve a constructive co-operation. Follow the instructions below.
- Take the first step: This includes providing your employees with information about their workspace.
- Grant a trust: Grant a trust advance to those employees who are still unknown to you. After all, it can only be yours: the risk is comparatively low for you, but your employees are dependent on you.
- Be predictable, consistent, fair and polite: This is important in every phase of a trusting relationship. If employees know that you will remain moderate even in difficult situations, they will also consult you in the event of a problem as soon as possible. In this way, errors can be remedied before they have grown undetected to the crisis.
- Leave your employees free space: This mainly affects workflows, as long as the result is not endangered. This may, for example, refer to the sequence of certain work steps, or to the timeframe in which a project is to be completed.
- Behave credibly: Employees register it negatively if commitments do not follow any deeds. If it is not possible for you to comply with your commitments, then explain the reasons that led to this situation.
- Take time for discussions with your employees: This is especially true if an employee is consulting you about a problem: then, sincerely try to help him. Signal that you have the interest and well-being of your employees in mind - and not just the company's profits.
- Listen to the opinions of your employees: If possible, always listen to the opinions of your employees before making any decisions. Do not decide against the opinions of your employees without factual reasons.
- Ensure reasonable working conditions: decent office equipment, no overcrowding of rooms, access to a kitchenette, water and, if necessary, soft drinks. This sounds almost banal, but it is a central aspect. If employees have to deal with poor working conditions without comprehensible reasons, their trust in the management and their representatives is impaired.
If employees have proactively approached you - whether with questions, suggestions, problems or ideas - then this is a clear indication that a trust has formed. After such experiences, keep a brief thought: Be aware that you have achieved a real success at this point!
Receive Trust - 8 Tips
Once the trust has grown, the second step is at least as important as the first: Maintain this precious asset! Getting an initial trust in an unloaded constellation is much easier than rebuilding a once-destroyed trust.
- Avoid gossip: Do not listen to what employees talk about each other. And all that you have been told in confidence, you should absolutely keep to yourself!
- Be open to criticism: Criticism, expressed directly to you, can be a sign that someone has trusted you. A dismissive reaction could shatter this trust. Even if you cannot agree for factual reasons, recognition is required: “I am glad that you are raising this justified objection. I've also thought about it. Ultimately, however, I consciously chose this path for the following reasons:… ”
- Stand to your overall responsibility: If an error has occurred, it may not matter who caused it. Overall responsibility lies with the management. Therefore, in the event of damage, the first thing to do is to stand in front of your team in a protective manner and not to adopt the criticism from third parties without being checked.
- Discuss mistakes in private: Of course mistakes are to be made. Nobody likes to be dismantled - and shame is not a good basis for successful work. The course of the conversation about individual mistakes should therefore be constructive and not start with a reproach. In the first instance, please ask the employee's opinion.
- Take suggestions seriously: Even if they initially seem absurd to you. Anyone who expresses an idea deserves recognition for this initiative, even if it may not be feasible at first: “This is a good idea. We are pleased that you have thought about our project. We should consider this proposal. I'll come back to you then. ” Keep your word and give feedback on occasion: "It was a nice idea, but unfortunately it cannot be implemented at the moment." Certainly there should be positive feedback when a suggestion is realized: "It was a great idea that we will now implement - and I am fully aware of who we owe it to."
- Answer questions: Whoever asks shows a knowledge gap - and usually reveals a certain weakness. At the same time, however, there is also evidence of trust that absolutely requires a positive reaction. Answer the question in a friendly manner and reinsure yourself: “Could I answer your request or are there still open points? I'm glad you asked your question in advance, otherwise misunderstandings might have arisen in the process. ”
- Avoid excessive control: Control questions the relationship of trust. It is more helpful if you clearly communicate to your employees what expectations you have for them and if necessary provide them with a schedule or similar mechanisms for self-control: “I would like to ask you to complete project XY by ... This means that the first phase must be completed at the end of the following week, and the second phase another week later. Please use this as a guide and let me know as soon as possible if this plan cannot be followed. ”
- Appreciate the insider knowledge of your employees: Sometimes it is necessary to access the know-how of external consultants. But this should not prevent you from having to ask ideas in staff circles as well. In this way, you show your team a clear appreciation and thus strengthen a trusting base from which the company can only profit.
Conclusion: Building and maintaining trust is important
Whether employees trust you can be noted, for example, by whether they encounter you calmly, openly and relaxed in a conversation, or whether they are even looking for a conversation themselves. When employees tell something personal here and there, it is a great sign of confidence.
Now your attention is in special demand! The more you can judge the personality of your employees and their interests, the easier it will be for you to find the right motivational incentives for your employees.
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German edition: ISBN 9783965962989
English version: ISBN 9783965962996 (Translation notice)
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