Agata Woszczyk, Senior HR Manager at Amazon, tells the story.
which he has coached build trust over the past forty-four years.
I will start by presenting his profile, because for me he is the epitome of a leader who builds trust in the team. He is humble list of cyprus cell phone numbers always focusing on his players more than on himself. Teamwork is key to him. At the same time, he is able to challenge both individual players and the entire team. In an interview with David M. Rubinstein, Mike gives three answers to the question of why he became a successful leader. First, he always focused on changes and updating what he did to reflect changes in the environment in which he operated. Second, he looked for ways to implement changes by better understanding others and listening to them carefully. Third, he always surrounded himself with good people who could support him in the most critical moments. I think his management philosophy is best summed up by this quote: “You can’t do build trust everything alone. Become a member of a team. Surround yourself with good people and learn to listen. You won’t learn anything if you only talk. And when you do talk, talk. Don’t make excuses. Find a solution . ”
Start with the right questions
When I read this quote again, I get the impression that this is basically all that can be said about the modern model of management through trust and values. However, I will try to share with you my own path, which I managed to develop over years of experience, not always easy and ending only with successes. Some lessons in our managerial life come quite late, and for some people, unfortunately, they do not come at all. So where to start? If we asked Simon Sinek, a modern management guru, he would probably give us only one answer – start with “why”. Why do you do what you do? What values guide you? How do you want to implement them in your work with the team? Why does your team exist?
Why are these questions so important? Because they are responsible for a sense of meaning and direction of action. Because they allow you ‘come market your business with me’: an innovative program for australian entrepreneurstaiwan number to build your identity as a leader and build the identity of your team. If the team does not know what is important to you – as a leader – then how can they know in which direction to go, what you expect and build trust what you will pay attention to when assessing tasks and setting challenges. If we do not know why we are doing something, then work loses all meaning.
Put the team first
Answering the question “why” is just the first step on the path of a trust-building leader. The next step is perhaps even more difficult and requires a great deal of self-awareness. Namely, giving up the ego that often leads us, as leaders guatemala lists astray. Ryan Holiday writes in his excellent book Ego Is Your Enemy: “The ego we encounter most often corresponds to a less formal definition, related to an unhealthy belief in one’s own worth. It is about arrogance and self-centered ambition. (…) The ego is the capricious child in each of us that wants to get its own way, ignoring everything and everyone else. The need to be better than more than appreciated for something beyond any reasonable need – that is the ego. It is a sense of superiority and audacity that goes beyond the boundaries of self-confidence and talent.”
Ego prevents us from focusing on the development and success of the team, because we focus on our own development and personal success. Many people will certainly get offended at this point, saying, “Wait a minute, but isn’t it all about developing and achieving professional success?” Of course, this is very important and I am not at all advocating giving up your ambitions, but in the game of team trust, the point is to always put the team first when striving for success and development. Your success will be as great and lasting as the success of your team and its individual members.
If you promote the work of your people, enable them to develop and shine with their own light, there will be no need for persistent monitoring of team members at every step. Your employees will trust that they are the authors of their own successes build trust and will work all the harder for the success of the entire team. The more people you promote, the more ambitious projects they complete, the better it reflects on you as a team manager. Such a team can operate on a “self-directed” basis (i.e. a self-steering unit). It has less aversion to taking risks and searching for new solutions. You start this work with the team at the stage of recruiting new members.
Look for the best people, better than you in selected fields.
Try to select the skills of new co-workers so that they fit into the development model of the entire group. Many leaders fear that if they hire someone who is better than them, their position will be threatened. Such fears may be shared by people who do not understand what the role of a leader is. When you take on a management position, you decide to make it your mission for the rest of your career to improve yourself and be a role model for your team in terms of development. You can’t do that “by sitting still.” It’s about working on yourself every day, stepping outside your comfort zone, setting a direction, and inspiring others. It sounds like a tough task… or, if you look at it from the right angle, like a fascinating journey…