EconomyCulture of trust in work teams

Culture of trust in work teams

(Expansion) – The exercise of leadership is one of those complex human activities that necessarily mix art and discipline. As experience proves over and over again, the quality of the leader goes far beyond the ostentation of a position within the organization chart and subordination.

The point is that, although theoretical knowledge certainly helps in the formation of a decision maker, it is the experiences of those who assume the leadership role that are decisive in the development of essential management skills to effectively lead any company. .

Just as professional pilots need a significant number of flight hours to obtain the accreditations that allow them to become aviation captains, women and men with a vocation for leadership must go through a series of difficult tests to consolidate themselves in their areas of performance. .

As if this were not enough, as is logical, the art of leadership never stops being learned or perfected, since adaptability is precisely one of its great virtues. Being that the leader has the audacity to break paradigms and lean on innovation to go in search of new horizons, by nature, he will have the talent to know how to reinvent himself, inspiring others to do the same.

Well, one of the characteristics of leaders who leave their mark, and who are often recognized as true transformers or game-changers , is the sensitivity to establish a culture of trust in their work teams and collaborators.

Of course, this is not an easy task, since we are talking about a process that takes time, and whose implementation requires perseverance, as well as permanent feedback and evaluation.

In a company or institution where the culture of trust permeates, the various areas and departments yield optimal results, since within them the staff adds value based on their skills and technical capabilities.

The functions and assignments are fully distributed, so that everyone knows which role corresponds to them and the goals are precisely outlined. Likewise, the institutional vision and guiding principles are not a mere list of good wishes, but are understood as the guideline for any action or decision, providing harmony to the complexity of the company’s machinery.

However, in many work spaces, it is the culture of fear that predominates, using authority and coercion to push employees to the limit, which, inevitably, translates into significant loads of stress and cases of burnout. out .

The worst thing is that these practices are counterproductive for the company, since the side effects of imposing authority through fear are high levels of staff turnover, as well as the annihilation of any glimmer of creativity.

A healthy organizational culture endows the members of each work team with confidence and room for maneuver, under the premise that they have sufficient preparation and skills to fulfill their duties, helping to achieve institutional objectives.

In this dynamic, leaders and managers assume the role of talent managers. For this task, it will be essential to know the profile of each collaborator; lead the development of their potential, giving them responsibilities according to their abilities; and unite the group through effective communication and motivation.

Very relevant: the culture of trust, by encouraging creative thinking and innovation, understands that any errors or failed projects are part of the process of growth and maturity of the corporation. Instead, where authoritarianism and the culture of fear rules, any possible mistake is strongly reprimanded, demoralizing work teams.

Confidence in the organizational field is built every day, becoming imprinted in the company’s DNA. Of course, the operation of this management model depends on the leaders and decision makers, where the contributions of each collaborator are considered and evaluated, and opportunities for professional advancement based on merit are a reality.

As a corollary, companies that are committed to a culture of trust such as Netflix, Disney Company, and Nissan, are annually rated as the best places to work. In addition, they stand out for their high competitiveness in their respective markets.

If we aspire for the future of work and productivity to have an increasingly human face, it is essential to emphasize the construction of companies and work teams whose support is dialogue, collaborative thinking, and trust.

The ultimate goal of leadership is to promote talent and produce new leaders with the vision of finding solutions in a contemporary world full of challenges.

Editor’s note: José Guillermo Fournier Ramos is a professor at the Universidad Anáhuac Mayab. Vice President of Masters AC, a civil association that promotes effective communication and social leadership. He is also a communication and image consultant, analyst and doctoral student in Government. Follow him on and on . The opinions expressed in this column belong exclusively to the author.

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