Building on trust, dedication and respect

Building on trust, dedication and respect

Winning your team’s trust and respect is key to success and productivity.

We all know how challenging a new beginning at a new job can feel, especially when you are in the managerial team. Indeed, to succeed, you must learn how to be a true leader, not just a manager.

Winning your team’s trust and respect is key to productivity and the success of the whole organisation. I suggest the following three elements, which will enable you to have a positive input in the development of your team’s work ethics, as well as a positive input in the experience they have, while working in this company, and, finally, help reach positive overall results.


When I found myself with a new role, following a promotion, I’ve spent the first 30 days carefully listening to everything the members of my new team had to say. I did so actively, that is by asking various questions, too. This is a crucial step which can often be overtaken by a new leader. It is vital though that you sit down with your team, as often as possible, and ask them questions relevant to every single aspect of the job. Keep the door of your office open, encouraging, by doing so, your colleagues to visit you when they feel it is necessary. This is the path to an open communication line.


Believing in your self is not enough, you must have faith in your team’s abilities in offering solutions to problems. When I started at my new role, I let my team know that I had no intention of telling them what to do—that that was their task. As a leader, I believe in helping my team to develop the skills they need to proceed in their profession. Some of them might end up leading the company, after all.


I am just as dedicated to my team, as they are to me. This takes time, but, usually, it happens naturally if there is undisturbed communication and mutual respect in the playground.

At the same time, I hold the intention of being flexible with deadlines whenever I can. Dedication means trusting that your people will do their job well and that they will present the results they are expected to present. If your action is respect, the reaction by your people will be respect as well. Deterministically, all these will have as a result a more engaged and productive workforce.


Author: Kami Scripek