Successful Teamwork Is Built On A Foundation Of Trust

According to Gibson (2012), Virtual Teams are defined as, “a team that relies on interactive technology to work together when separated by physical distance.” (p. 244) Ironically, I manage a virtual team and I wholeheartedly agree with best practices managing virtual teams. I have team members who support the same business unit, physically sit in an office but in various locations from Michigan to Florida. Most of my team I inherited but have done a decent job of following the best practices discussed by Gibson.

The purpose of this assignment requires consideration of how to develop and maintain trust at work, as well as how teams are built within the workplace and what effects and concerns a manager needs to be aware of.

A working relationship based on trust, respect and professionalism will enable all members to feel part of a “team” all members should be given the information and any resources necessary to make sure that they can “fulfill” their role . Where there are difficulties these should be identified as soon

Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.

Trust starts with respect and empathy… leaders should encourage team members to describe their backgrounds, the value they hope to add to the group, and the way they prefer to work. This allows colleagues to form mental images of one another when they’re later communicating by e-mail, phone, or text message. Remember too that relationship building should be an ongoing process.

Doing what you say you are going to do, the way you say you are going to do it is another critical component of trust. It means keeping agreements unless there is communication about why the agreement can no longer be kept.

To receive more trust from others, people need to show responsibility. When things go wrong, do not blame others. Another important part of building trust is to make sure to listen first before you speak. It is necessary to diagnose and understand what the person is saying. Do not think you already have the answer before a person has finished talking. If a person decides to commit to something, people should keep the commitment because it will destroy the trust, and confidence people have in you if you don’t. After all, it is significant to extend the trust to people that earned the trust. Just because there is some risk involved, do not hold back with trust.

Mutual trust and respect strengthens collaborative partnerships and while taking on a more proactive leadership role will help show teachers and staff members that you care and respect the role they have in the school setting. In order for successful collaboration to begin staff members need build up their trust and respect for one another by effectively communicating with one another creating an environment in which individuals are free to express their feelings and thoughts without being judged or looked down upon. One way to strengthen trust and respect is being able to educate staff members to have a better understanding of the role we as librarians have in the school and be able to show them that we are passionate about our role as librarian

Commitment as a group is important, as it gives all members inclusive a shared sense of goal and achievement at the end of the task. Therefore as a group, we will be organised with our work making sure each and have a shared responsibility of committing to the group through getting involved with group discussions and contributions. On a whole as a group in order for us to be committed to work we need to have a collective set of ideology and knowledge of the task and the end goal. This can only be achieved if we all, work hard, collaborate with each other and

You and I have the same view regarding trust in a group setting. I believe trust is important in any situation but when you are going through any form of counseling trust is key. In a group setting, it is important the group leader earn the trust of the group members. It is also important for the group members to earn the trust of each other. I believe part of this process relies on the group leader. On the group leader has built a positive rapport with the member he/she can work towards helping the other group member see value in each other's opinions.

Furthermore, establishing mutual and interesting grounds for completing the task at hand will hopefully promote such zeal. If these two ingredients exist, then the other aspects of trust should fall into place. Members should be eager to attend meetings, contribute ideas and prepare delegated assignments.

Trust has to be earned and not automatically given. In order for this cross-functional team to operate cohesively, it is vital that trust is created within the department. This will not be a small task, seeing that “it takes years to build trust, but only a second to destroy it” according to Harvey Mackey. When employees trust management they are more involved and productive. (Kreitner & Kinicki, 2013). If trust is “having faith in others in a relationship,” then management must come up with a way of gaining the trust of this team. For example, a member on a football team practices hard, based on the assumption other members of the team are doing the same. His trust is a cognitive leap of his interactions with his teammates.

Cross-functional teams have a solid understanding of what they are to accomplish and they also has a variety of specialties. One can gain trust through communication, support, respect, delegation, fairness, predictable and competence. Managers can build trust through communication by keeping team members and employees informed about policies and decisions that are accurate. Showing support to team members by being helpful, approachable and available is building trust. Trust can also be built by respecting authority decisions making. Also trust can be built by being fair, giving credit and recognition to those who deserve it. Another guide of trust is predictability in the arrangement of daily affairs. The competence guide of trust should

4. The team must have unified commitment. This doesn't mean that team members must agree on everything. It means that all individuals must be directing their efforts towards the goal. If an individual's efforts is going purely towards personal goals, then the team will confront this and resolve the problem.

Trust and commitment appear to be illusive entities. Without trust and commitment of some type, it is very difficult to conduct business long term. What follows is an analysis of current views of what trust and commitment actually means.