“When the trust account is high, communication is easy, instant, and effective.”
Stephen R. Covey
Samir Nasri was recently asked about the impact Manuel Pellegrini, the Manchester City manager, has had on him since his arrival at the club;
“From the first training session, he told me exactly what he wanted from me. I really like the way he talks to me and made me feel important again. And after that I go out on the pitch and try everything because he trusts you, so you have to do everything for him.”
When people feel they have the trust and belief of those around them they are more confident and more likely to take risks rather than staying in their comfort zones. When there is a lack of trust they become more cautious and are less likely to grow and develop as they won’t push themselves for fear of failure.
Vito Mannone, the Sunderland goalkeeper previously at Arsenal, has a similar story to share;
“It was difficult to never really have a chance at Arsenal and, when I did, I wasn’t trusted like the Manager trusts me here. It’s massive for your self-belief when you’ve got a manager who understands your character as a person and as a footballer. I always knew that the man in charge at Arsenal didn’t trust me completely.”
The message from both players is simple, they thrive in an environment where they are trusted and the expectations of them are clear. There is no ambiguity in the message they receive and they feel their manager understands them and demonstrates belief in them. In these situations they find it easier to receive constructive feedback on their performance as they know the manager has their, and the team’s, best interests at heart.
Too often in organisations expectations aren’t clearly spelt out, managers indulge in micro managing as they don’t fully trust their team to deliver and create the perception that they are trying to catch people doing something wrong so they can correct errors. This can kind of behaviour from the manager puts people on edge, they can’t fully relax and they will either consistently err on the side of caution or look for approval from their manager that they are doing the right things.
Instead Leaders need to;
1) Set clear expectations of what is required
2) Offer the necessary support and/or training to help people complete the task.
3) Put milestones in place so the team can check in and review performance to date.
4) Agree contingency plans with the team to help ensure success.
5) Step back and let people do their job.
6) Give specific praise and recognition as progress is made
7) Be consistent in your reactions and behaviour.
8) Treat people fairly.
9) Allow others to take the credit for achieving goals and objectives.
10) Celebrate success
Questions for you to consider:
How do you feel when you know that someone trusts and believes in you and your ability?
How do you demonstrate your trust in others?
How would your people describe your level of trust in them?
“Trust men and they will be true to you; treat them greatly and they will show themselves great.” Ralph Waldo Emerson