Trust & Teambuilding

The term Trust gets thrown around at work a lot. We use it so often that you’d think we all collectively understand what it is and why it’s so important. But it’s worth unpacking this concept a bit to make sure we really do know why it plays such an important role in teams.

Trust refers to an intersecting set of beliefs about the relationship between what other people say and do and what they mean and accomplish. Trust reflects that you believe that team members are telling you the truth and not omitting crucial information in their accounts. It reflects that people will follow through on their commitments. Trust also involves a belief that other people are capable of fulfilling the tasks they set out to perform.

Here are the three reasons why trust is so crucial.

FUTURE PLANNING

A critical part of planning for the future is having a clear sense of what is going on within an organization. A plan starts with knowledge of what is happening in the present. That means when someone gives you information about their capabilities and the current status of project, that information has to be accurate.

A lack of trust in the information you get from team members adds uncertainty to the planning process. You may no longer feel like you have an accurate sense of the current situation or the capabilities of the group. That can make it hard to get a project moving. As a result, you may feel like you have to verify information you’re getting from others before moving forward. Not only is that process time-consuming, but it may also make team members feel like you are checking on up them, which can further erode trust.

DISTRIBUTING WORK

Trust is also crucial for ensuring that every member of a team is assigned a reasonable share of the work. When you don’t believe that your team members will follow through on their commitments (or that they are capable of doing a good job with the tasks), then you shy away from giving them responsibilities. As a result, the rest of the team must carry more of the load.

In addition, when you are forced to rely on the teammates you do not trust, you end up micromanaging their work. You may find yourself telling them how to carry out key aspects of the job, checking up on each step, and asking for confirmation when things are completed. Not only does that take away from your own effectiveness, it leads to frustration from those being micromanaged.

YOUR MOTIVATION

At times, your supervisor has lost your trust. That can undermine your energy and enthusiasm to work. Lots of research suggests that your motivation to complete a task is influenced by whether you think the task can be completed as well as your sense of whether your efforts will be rewarded. When you don’t trust your supervisor, both of these facets of motivational strength are diminished. That can lead to a self-fulfilling prophecy in which you believe that a job will fail, so you don’t put in much work, which then leads the job to fail.

Unfortunately, this pattern feeds on itself. Your mistrust of management increases the chances that a task will go badly. When the team does not achieve its goals, leadership loses faith in the effectiveness of the team, which affects the way they treat the team in the future. Likewise, the team members are reinforced in their sense that management is ineffective.

Toxic Bosses At Work

If toxic bosses are so terrible, why do people still follow them? It has a lot to do with the way your mind works. Many bad bosses are unfit to lead because they are often narcissistic, don’t genuinely care for their employees and would do anything to get the best results — even at the expense of others or basic morals.

Yet many of those managers have admirers and hold positions of power, from the business realm to politics. Take world leaders as an example:- 57 countries are currently led by dictators that are unethical, unstable or incompetent.

People can’t always know they’ll have a toxic boss when interviewing for jobs, but once they’re in the door, they can stay devoted to those bad managers for months or even years — largely because either they have the wrong idea about what good leadership looks like or because they’re trying to reap personal benefits from the relationship.

1. People confuse arrogance and narcissism for strength - Strength and confidence can be important leadership qualities. But people sometimes confuse arrogance and narcissism for strength. In 2011 - a University of Amsterdam randomly assigned a leader to different groups of participants, had each team complete a group task and asked each team to rate their leader afterward. Participants rated the most narcissistic leaders as the most effective, even if those leaders actually inhibited communication and harmed their group’s performance.

A bad boss’ narcissism convinces them that they’re always right, so they reject help from others and don’t learn from their mistakes. Many are drawn to these people who appear competent — like they can take charge and handle a leadership role. But they can be narcissists, and things can get out of hand.

2. People fall into ‘cognitive laziness - If you’ve ever had a bad boss, you’ve probably thought to yourself, “I don’t want to go through the effort of figuring out how to handle this situation. It sounds exhausting. Instead, you find ways to convince yourself that your boss is actually fine. Riggio calls that feeling “cognitive laziness.”

When a bad boss does something wrong, people often give them a “pass” instead of holding them accountable, because they think the boss is above the rules anyway. That can allow a bad boss to engage in even worse behavior with no consequences.

People also tend to trust others similar to them. If your coworkers appear to support your bad boss, you might feel compelled to follow the herd rather than take a stand, and your boss could stay in power without being questioned.

3. People equate good results with good leadership - To you, your boss might be a toxic manager. To someone else, they might be someone who delivers valuable results, like an increase in profits or a successful sales deal.

For those leaders, the ends justify the means. If they appear effective, people just don’t question how they got there. Bad bosses may seem effective at getting good results, but it often involves “collateral damage,” like creating a toxic workplace by treating employees poorly or making unethical decisions. 

4. People enjoy the power of association - Bosses often hold power within a company or group. Some people enable and assist a manager’s worst attributes in the hopes of getting rewarded for loyalty, like a promotion or pay raise. A bad leader attracts hench-persons who surround them because they like being connected to a powerful person.

People should learn to recognize these psychological tendencies, so they can recognize when they’re following a toxic boss. It also helps to understand what a good boss looks like, he adds: someone who achieves results while limiting collateral damage, shows genuine care for their employees and accepts help and feedback from others.