Collaboration And Teams -
How High-Performing Teams Build Trust - Sun and Planets Spirituality AYINRIN
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Summary.
It’s no surprise that trust is at the core of high-performing teams. But conversations about cultivating trust at work often focus on the relationship between managers and employees. As important — if not more so — is establishing trust between teammates. To understand how the best teams build trust among themselves, researchers interviewed 1,000 U.S.-based office workers and identified five key behaviors that set these teams apart: 1) They don’t leave collaboration to chance; 2) They keep colleagues in the loop; 3) They share credit; 4) They believe disagreements make them better; and 5) They proactively address tension.
If you’re like most seasoned leaders, you’ve heard a lot in recent years about the value of trust.
Employees who trust their organizations show higher engagement, creativity, and productivity. Those who don’t experience more stress, increased burnout, and are more likely to quit. Fostering trust, therefore, represents a crucial imperative for any leader looking to create a high-performing team. Conversations
about cultivating trust at work often focus on the relationship between
managers and employees. While useful, this approach represents only
half the equation. As important — if not more so — is establishing trust
between teammates. After all, most employees work in teams, and the
lion’s share of their daily experience involves interacting with
colleagues, often in the absence of a boss.
So, how do the best teams build trust among themselves?
To find out, my team at ignite80
surveyed 1,000 U.S.-based office workers, with the goal of pinpointing
behaviors that differentiate high-performing teams and understanding we
can learn from their approach. To
identify members of high-performing teams, we invited respondents to
complete a survey about their attitudes, experiences, and behaviors at
work. Embedded within our questionnaire were items asking workers to: 1)
rate their team’s effectiveness, and 2) compare their team’s
performance to other teams in their industry. Workers who scored their
team a 10 out of 10 on both items were designated members of
high-performing teams, allowing us to compare their behaviors against
those of everyone else.
Our
research found that high-performing teams are exceedingly rare; only
8.7% of respondents gave their teams qualifying scores. We also
identified five key behaviors related to trust that set these teams
apart.
High-Performing Teams Don’t Leave Collaboration to Chance
When
launching a project, many teams follow a predictable cadence: They
assign tasks and start working. High-performing teams, on the other
hand, are more than three times more likely to begin by first discussing
how they will work together, paving the way for fewer misunderstandings and smoother collaboration down the road.
How exactly do you have a conversation about collaborating? In his new book, How to Work with (Almost) Anyone,
Michael Bungay Stanier provides a series of prompts teammates can use
to conduct what he calls “Keystone Conversations” before starting a
project. Colleagues take turns sharing: 1) the tasks at which they
excel, 2) their communication preferences, and 3) successful and
unsuccessful collaborations they’ve experienced in the past. Critically,
Bungay Stanier also recommends proactively creating a strategy for when
things go awry, by inviting team members to devise a plan for handling
any breakdowns in collaboration, should they occur. Ultimately,
the precise prompts your team uses to establish collaboration norms
matter less than engaging in a dialogue on how you will work together.
Doing so contributes to trust by signaling respect for one another’s
strengths and preferences, securing agreement on process, and inviting
team members to speak up when they notice opportunities for improvement.
High-Performing Teams Keep Colleagues in the Loop
Another factor that differentiates high-performing teams is their tendency to proactively share information.
Greater transparency doesn’t just foster trust — it’s also been shown to fuel creativity, performance, and profitability. In contrast, when colleagues withhold information from their teammates, there are frequently deeper issues at play. “Knowledge hiding,” as it’s referred to in academic literature, often suggests a lack of psychological safety or an underlying power struggle. In
our study, we found that members of high-performing teams are
significantly more likely to take responsibility for keeping others
informed rather than expecting a manager to do so. In other words, they
don’t just avoid hoarding information — they go out of their way to keep
colleagues in the loop, creating a culture of inclusion.
High-Performing Teams Share Credit
Receiving
praise for a job well-done isn’t just rewarding, it also contains an
important team-building opportunity — one that high-performing teams
leverage often.
Instead
of soaking up praise alone, members of high-performing teams are more
likely to share recognition for their accomplishments with teammates by
acknowledging or thanking those who played a role in their success. In
so doing, they increase the likelihood of their colleagues feeling
appreciated and promote a norm of reciprocity, both of which contribute
to the experience of trust.
It’s a clever approach — and not just because it fosters better teamwork. Recent studies indicate that when we share credit for our accomplishments, we appear more likable without seeming any less capable. High-Performing Teams Believe Disagreements Make Them Better
Happy
couples do all sort of things that make for more productive
disagreements: They avoid name-calling and sarcasm, focus on what they
need instead of their partner’s failures, and use “I” statements to
communicate in a way that makes their partner less defensive.
Like
thriving marriages, high-performing teams don’t experience less
conflict. Where they differ is the way they interpret and respond to
disagreements.
Our
findings indicate that high-performing teams are more likely to believe
that workplace disagreements lead to better decisions (as opposed to
damaging relationships). They also rate their teammates as more
effective at preventing disagreements from getting personal.
These
two observations are likely connected. A workplace disagreement can be
perceived as an opportunity or a threat, and our interpretation
influences the way we respond. Among high-performing teams, viewing
conflict as a source of strength makes disagreement less harrowing,
reducing the frequency with which colleagues lash out.
High-Performing Teams Proactively Address Tension
Members
of high-performing teams don’t just interpret conflict more adaptively —
they’re also more prone to taking the initiative in resolving it. In
our study, we found that they are significantly more interested in
“hearing if they upset a teammate,” and more willing to proactively
reach out if “something didn’t feel right between me and a teammate.”
Both responses reflect a broader tendency among high-performing teams to embrace a growth mindset
when it comes to colleague relationships. This term is typically used
to describe the way successful people respond to setbacks: by believing
that outcomes can be improved through effort, learning, and
perseverance. Members
of high-performing teams hold a similar perspective when it comes to
workplace relationships. In our survey, they were significantly more
likely to agree with the statements “even the best work relationships
have their ups and downs,” and “most work relationships can be damaged
and repaired.”
In
other words, they believe tension is temporary and, with a little
effort, thorny relationships can be salvaged. Those views make them more
likely to take action in the face of the occasional relational blip.
. . .
It’s
no surprise that trust is at the core of high-performing teams. What
our research reveals is the degree to which that trust emerges as a
result of everyday peer-to-peer interactions that facilitate better
communication and stronger teamwork.
Building
trust in the workplace can’t and shouldn’t fall solely on the shoulders
of management. After all, trust isn’t relayed from the top down. It’s
built organically on a foundation of behaviors exhibited by all team
members that empower everyone to produce their best work.
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