Trust me I’m a manager
Posted by
Is it enough though to ensure you develop your team’s talents to the full? Not according to new research from the ILM. Their Trust Survey (2018) shows a worrying decline in trust of CEO’s, whilst line managers generally are considered trustworthy.
Higher levels of trust in management are a precursor for driving innovation, risk-taking, and achievement and these, in turn, are driven by excellent talent management practices. How well are you integrating the critical dimensions of trust in the talent management of your team?
1. Is your ‘door always open’? Great phrase but not always applied in reality. You may or may not have an office – either way do you make time to speak to your team, check-in with them about how they are, how the job or project is going, and use this opportunity to offer praise, thanks, appreciation of their efforts, or to provide support if required?
2. Do you admit your mistakes? Leaders who are willing to be open about their mistakes, past and present, and share that experience and what they learned from it, will be able to develop a no blame culture in their team and one which embraces a deep learning culture. All highly talented people have developed their talents through trial and error, through persistence and practise. Seeing you lead the way will be tremendously empowering and enhance your reputation as a manager who develops the talents of others.
3. Are you understanding of others’ weaknesses? Do you share your own and your methods for managing them? Our research at T&P, and elsewhere, clearly demonstrates that successful careers are built on knowing and developing our strengths while admitting and managing our weaknesses, so we don’t derail our careers. Showing how this can be done gives a clear signal to others that it’s ok not to be perfect, after all, none of us are, and it supports real development in the moment.
4. Do you communicate openly and often? Do you update your team on company objectives, plans for development and change and financial updates on a timely and regular basis? Do you give constructive feedback in the moment so people can learn and improve their performance immediately? Do you hold regular 121 meetings with your team to ensure you know how they are feeling about their job, priorities and future, giving them the support and encouragement they need?
5. Do you pay attention to detail and share your expertise? Do your team and your peers see you as competent, professional and reliable rather than someone who talks well but under-delivers? Share your expertise with others to build up their knowledge and understanding. Gain accreditation from your professional body and actively support others to do the same. This will give real substance to a self-directed learning and continuous professional development culture which will reward your team, yourself and the organisation.
6. If you lose trust, do you take responsibility for that and look to rebuild it? Whether or not it’s directly your fault – all relationships are two-way – leaders that actively seek to restore trust where it has been lost are always respected more than those who blame others for any break-down in a relationship.
7. Are you inclusive in your approach to team development?Leaders who have favourites in their team are never as well trusted as those with an inclusive attitude. Ensure opportunities for growth and advancement are available to everyone. Don’t assume some are more or less ambitious or interested in new technologies than others. We all, at the very least, need to ensure our skills are up-to-date and we remain employable.
TAKE AWAY
Trust is built over time and isn’t ours for the taking. It’s a journey, not a destination and a journey that will last from our first line management post through to CEO if that’s the career path we desire. Trusted leaders who develop the talents of all team members are far more able to lead their teams through challenging times and significant organisational changes, encouraging innovation and resilience along the way.
The full ILM report can be read here