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Managerial Aspect of Trust

Page history last edited by Charles Fritz 9 years, 4 months ago

Managerial Aspect of Trust


Without a doubt, technology plays an important role in the modern workplace.  Most organizations, expect their employees to have some kind of skill set with word processors and spreadsheets to complete there every day duties.  With technology moving at a rapid pace, do these same skills apply when hiring a virtual team member or even the modern job today?  When hiring for a virtual team many managers believe that younger generations are the answer because they are more proficient with document sharing, online chatting virtual worlds, and social networking technologies, making them stronger candidate for virtual teamwork positions.  These types of assumptions about younger generations could get a lot of organizations into trouble as they increasingly conduct virtual teamwork.  The younger generations maybe more comfortable in the virtual arena, but I think it’s important to look at the cognitive and behavioral skills of the individuals. 


Now you have to throw in the trust aspect of hiring someone for a virtual team.  All the traditional hiring guidelines apply for virtual teams with a few adjustments.  Managers cannot assume that technological is the only variable that makes for a productive and trust worthy team member.  The resume is only the first step of the process weeding out those who fit the job description.  When interviewing a candidate it’s important to quiz them on their resume, to make sure they were honest as many resumes can build up just to get an interview.  Whenever, possible take the time to see the candidate in action, having them spend some time with current employees to see how they interact and have them work on tasks that are similar to the position.  While this can be time consuming, but in the long run it may save resources and headaches. 


When in a managerial position it is important to trust the members of your team.  In order to gain trust with your team, a trust managerial landscape must be created.  What is a trust managerial landscape?  It’s simply a plan a manager has put together before the project starts to foster and maintain trust throughout the project.  When creating a plan the manager should include: credibility, integrity, reliability, and commitment.  All are key factors in fostering and maintaining trust. 


Credibility is the quality or power of inspiring belief.  It is important for a manager to build a reputation for being a credible source of information and support.  A manager may not be an expert at the workplace, however he or she can establish credibility among other team members by showing an understanding of, and interested in, their work issues, demonstrating technical skills in the field, and being respectful to your peers. 


Integrity involves the adherence to ethical values and practices.  Team members rarely trust managers who are vague and do not seem committed to the team’s best interest and goals.  Managers who do not demonstrate integrity may be perceived as distant, basing their decision and behaviors on fulfillment of personal agendas.  Managers can show their team members that they can have strong ethical standards, values and show willingness to support their staff by fostering trust from within the team. 


Reliability is the quality of being dependable or reliable.  Managers who behave inconsistently can create confusion and discomfort among team members.  Effective manager will tend to make decisions in consistent ways because they are anchored in their beliefs and their vision of what is best for the team.   The team may not always appreciate the way the manager react to situation and make decisions, but if they can count on the manager to be consistent in their approach, the team will feel comfortable and will be to trust you.            


Commitment is the act of being committed.  Team member will trust a manager who is committed to them as individuals and the success of the team.  A manager should be willing to sacrifice time and energy to make things work as well as possible.  Manager who lead by example and have a strong sense of commitment can be contagious.  Commitment can include showing interest and empathy in your team, being willing to address issues rather than avoid them and demonstrating the ability to articulate vision for the team.      


One of the most important aspects of being part of a team, whether it’s in a virtual setting or in the workplace is learning to depend on your team members.  Today, manager find they have one or more individuals working independently isolating themselves from the team because they feel they cannot trust other team members.  One way to build trust within the team is trust building activities.  Many of these activities come in the form of games.  Some examples of trust building activities are: mine field, willow in the wind and running free.  


Mine field is an activity where you divide team members into pairs and one member of each pair in blindfolded.  The blindfolded person is then led to an area where different object have been place around the room, making it difficult to move around the room without hitting an object.  The partner who is not blindfolded it is his or her job to guide there partner around the room without hitting any obstacles.  The partners when switch placed.           


Willow in the wind is designed for a group of 8 to 10 people.  One person stands in the middle of the circle formed by the rest of the team.  He or she then closes their eyes and leans back into the arms of the person behind them.  The person in the middle now relaxes and is passed around from one member of the group to another.   It is the responsibility of the group to keep the person in the middle from falling.  Each team member should take a turn in the middle.   


Running free is a simple game in which the team is divided into groups of two with one partner blindfolded.  The partners hold hands; the sighted person leads the blindfolded team member as they gradually work their way up to a full run, and is responsible for not allowing the team member to hit anything.

Comments (1)

nicacn@... said

at 2:34 pm on Oct 31, 2010

This page has a very different voice than the previous 3 pages and there are numerous grammatical errors that are tough to overlook. Within the first 2 paragraphs, I encounter 3 or 4 pretty big errors.

For instance in the first paragraph the word organization in the second sentence needs an s on the end. The last statement reads as follows:

"The younger generations maybe more comfortable in the virtual arena, but I think it’s important to look at the cognitive and behavioral skills of the individuals in those virtual teams."

It should read as follows:

"The younger generations may be more comfortable in the virtual arena, but it’s important to look at the cognitive and behavioral skills of the individuals in those virtual teams."

In the second paragraph, second sentence, the word technological is misused and should be technology.

Essentially a simple proofreading of the page content would make a great difference. The content is good otherwise.

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