{"id":80326,"date":"2020-11-18t13:20:36","date_gmt":"2020-11-18t18:20:36","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=80326"},"modified":"2020-11-24t08:07:24","modified_gmt":"2020-11-24t13:07:24","slug":"developing-trust-within-teams-crisis-or-not","status":"publish","type":"post","link":"\/\/www.g005e.com\/2020\/11\/18\/developing-trust-within-teams-crisis-or-not\/","title":{"rendered":"building teamwork under covid pressure"},"content":{"rendered":"

\"handshake<\/a>the pandemic only highlights problems that existed before the office buildings were bolted shut.<\/strong><\/p>\n

by steven e. sacks<\/i>
\nthe new fundamentals<\/i><\/a><\/p>\n

with the covid outbreak, businesses of all types have had their teams work remotely while trying to ensure that the team structure was secure.<\/p>\n

more: <\/b>how can change management really produce change?<\/a> | managing information overload<\/a> | 6 types of non-listeners<\/a> | listening: how a conversation works<\/a> | exchanging knowledge has no downside<\/a> | political correctness or just common courtesy?<\/a> | syncing up for the covid era<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

how to communicate with and ensure trust with each team member has presented challenges \u2013 some having to do with issues that normally occur even in an in-person setting, in pre-pandemic times.<\/p>\n

consider team members who believe they are taking on too much of a project versus other teams, or that the allocation of resources is not adequate. consider also the mixed messages from a company or a firm leader as to how the responsibilities of each team may or may not be in alignment with the overall goals.<\/p>\n

to cultivate and retain trust between management and staff there has to be clear messaging so that no one person feels that what he or she is doing is purposeless.<\/p>\n

the covid-19 pandemic may have highlighted problems that existed before the office buildings were bolted shut.<\/p>\n

leadership\u2019s focus should be on how to restore confidence and trust so when the pandemic eventually disappears or at least becomes manageable, employees can return with a renewed feeling of motivation and team spirit. but this is for then; what about the here and now?<\/p>\n

moving in the same direction<\/strong><\/p>\n

what happens if a plan is hatched that team members think is wasteful and unproductive \u2013 and they share their true feelings through texts? what were excitement and hope now is pessimism and uncertainty that the necessary resources will be available. because of these mixed emotions, based on prior team experiences, both good and bad, combined with anecdotal information from other people, the trust factor can be shaky among members of the teams and between the teams and senior leadership.<\/p>\n

in the best of circumstances, team members treated one another with respect, shared information with each other, and explained what each one brought to the table in terms of skills and experiences. on the flip side, in the worst circumstances, there was a lack of respect and openness, a failure to follow through on commitments, or throwing someone under the bus to position themselves in a positive light.<\/p>\n

the formation of teams is based on relationships, and relationships are built upon the foundation of trust. in contrast to individualism, a team\u2019s ability to function effectively can only work where there is trust, reliance on one another, and confidence that all members are moving in the same direction. whether it is a board, a partner team, c-suite occupants, or a sales force, the important factors are a sense of belonging, and members\u2019 willingness to speak openly and honestly and to commit to the team\u2019s, organization\u2019s or firm\u2019s goals in order to take risks and support each other in both good and bad times.<\/p>\n

\u201ccoming together is a beginning, staying together is progress, and working together is success.\u201d \u2013 henry ford<\/p><\/blockquote>\n

in our professional and personal lives, we try to say what we do and do what we say. it is sort of like an invisible contract or pact; there is an expectation that two parties to the agreement have a meeting of the minds regarding the necessary actions to take to meet the requirements of the pact.<\/p>\n

consider the team that expresses its expectations only after criticizing one of the members for what was done incorrectly or inefficiently. how will the criticized team member feel?<\/p>\n

trusting?<\/p>\n

i doubt it.<\/p>\n

considerations of a team and its members<\/strong><\/p>\n