Building Ans Sustaining Trust Case Study Essay
A project manager’s role in building or sustaining trust both within the team as well as between themselves is to establish a strong relationship with his/her team members from the beginning of building that team. Trust will play an important role in any team member’s process because without trust between the project manager and their team you will not have the cohesion, dedication, commitment or loyalty from any team member. This is why a manager’s role is so important in the beginning of putting their team together.
When trust is integrated into any business or organization and including teams every task or project will achieve its objective goal without a doubt. Trust, you know when you have trust, you know when you don’t have trust. Yet, what is trust and how is trust usefully defined for the work place? Can you build trust when it doesn’t exist? How do you maintain and build upon the trust you may currently have in your workplace? These are important questions for today’s rapidly changing world (Susan M. Heathfield, 2010). Building and Sustaining Trust Case Study Teams can be built on the foundation of systems that provide every member of the team a clear definition of success from the moment you handpicked or chosen your team, for example: when new students start a new class whether its online or in the actual class room environment, the first requirement of any instructor or teacher will do is to have every student to introduce themselves so that every classmate can get a feel for that student, why?
Because this will give you a general idea of that classmate in giving you information as to their diverse backgrounds, skills and knowledge of what they can someday contribute or bring into a future group or team (Articles base, 2010). In order for a project manager to build trust between his/her teams or for them to develop a positive working relationship among each other, knowing some resourceful information about the people they will be working with are from different cultures, religions and genders. Get the facts on your team or group so that there aren’t any misunderstandings among members.
As a project manager it is very important to recognize the critical signs of knowing and recognizing when a team is in trouble for example: when team a member does not want to speak up during team meetings, lack of support for other team members, hardly any participation in any team decision making process, when a team member is missing from a lot of the important assignments and meetings, their body language is so null and void or not responsive in any way at all, who is so easily agitated by other members or just lacks initiation all together then it’s time to coach your team and to find out what the problem is and why it’s happening (Akhil Shahani, 2010). According to Dr. Duane C. Tway, Jr. in his 1993 dissertation a construct of trust “There exist today no practical construct of trust that allows us to design and implement organizational interventions to significantly increase trust levels between people. We all think we know what trust is from our own experience but we don’t know how to improve it. Tway defines trust as “the state of readiness for unguarded interaction with someone or something.
He developed a model of trust that includes; The capacity for trusting- which means you have the capacity and willingness to risk trusting others, The perception of competence- is made up of your perception of your ability and the ability of others with whom you work to perform competently at whatever is needed in your current situation, The perception of intentions- as defined by Tway, is your perception that the actions, words, direction, mission, or decisions are motivated by mutually serving rather than self-serving motives (Susan Heathfield, 2010). President and CEO of the Charles Schwab Corporation states that when you have your team established then you have to foster trust among the team members so that you can collaboratively move the organization forward. He says it’s crucial to have confidence in each other and promote openness, transparency and vulnerability (Role player, 2009).
According to my text book “Making the Team: A Guide for Managers”, it explains that in order to trust another person you must have respect for another person because without both you have nothing. A few examples of knowing that you have respect for your fellow team mates are when you speak of your team in a very positive tone, when you feel as though decisions will not be made without the consideration of all members, when you know that you feel comfortable in team presentations and when you know that every suggestion and idea that is being made by each member is important and will add that special detailed touch to any team project. According to Cronin and Weingart, teams high in both trust and respect should be desirable as team members begin with the belief that their fellow team mates have something valuable to add to the team.
One point to remember is that some teammates lack the experience and knowledge of ever working in a group or team before until now and should be given the chance and opportunity to be able to prove themselves or to earn the respect and trust of every team members (Making the Team: A Guide For Managers, 2008). I was always told by a manager that in order for you to get respect from anyone, you must first give respect. In other words you must show and prove to your team that you are worthy of receiving their trust and respect with hard work by showing up on time, being dependable, reliable, a great communicator and most importantly dedication and the willingness to be flexible. Conclusion The foundation of any team is trust if you cannot trust your manager or team members you will fail as a unit and not just that one person.
The role of a manager is to give the correct and necessary tools to his team members by setting the tone and the example of wanting to be successful and leading each project with knowing that it will be done with the unity of the whole team. If they are trusting of one another they will respect each other and function as a whole. “Leaders who work most effectively, it seems to me, never say “I”. And that’s not because they trained themselves not to say “I”. They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done (Inspirational quotes, 2010).
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