Mutual trust among members is a remarkable feature of team effectiveness. Trust is quite fragile, it takes a lot of time to cultivate and it is easy to be destroyed, and it is difficult to recover after being destroyed. Moreover, only by trusting others can we gain the trust of others, and distrust can only lead to distrust. Team culture and the behavior of team leaders have great influence on the formation of team atmosphere of mutual trust. If the team advocates the principles of openness, honesty and cooperation and encourages members' participation and autonomy, it will be easier to form a trust environment.
The sales team is the bridge between the company and customers, and they hold the golden key to the sustainable development and profitability of the enterprise. Therefore, for a newly established sales team, how to make the team trust each other is particularly important. Specifically, the following aspects can help the leaders of the new sales team build mutual trust within the team:
(1) means that you are working for your own interests and for the interests of others. Everyone cares about their own interests, but if others think you are using them, using your work or your organization to serve your personal goals, instead of serving your team interests, your reputation will be damaged.
(2) Be a member of the team and support your work team with words and actions. Protect the interests of the team and team members when they are attacked by outsiders. Doing so will show that you are loyal to your work team.
(3) open and honest. What people don't know and what people know may lead to distrust. If you are open and honest, you may bring confidence and trust. So you should let the team members fully understand the information, explain the reasons for your decision, be frank about the existing problems, and fully display the relevant information.
(4) Fairness. Before making a decision or taking an action, think about what others will think of the objectivity and fairness of the decision or action. The reward should be rewarded, and the performance evaluation should be objective, fair and just. When distributing rewards, we should pay attention to the fairness of distribution.
(5) Tell your feelings. Team leaders who just convey cold facts to team members are easily alienated by team members. Tell your feelings, and the staff will think that you are sincere and human, and they will know you better and respect you more.
(6) Show that the basic values guiding your decision-making are consistent. Distrust comes from not knowing what you will face. Take time to think about your values and beliefs and let them consistently guide your decision-making process. Once you know your main purpose, your actions will be consistent with your purpose accordingly, and your consistency will win trust.
(7) Confidentiality. You trust people you can trust and rely on, so if others tell you some secrets, they must make sure that you won't talk about them with others, or that you won't reveal them. If people think that you will reveal your private secrets to unreliable people, they will not trust you.
(8) Show your talents. Show your technical and professional skills and good business sense, which can arouse others' admiration and respect. Special attention should be paid to developing and demonstrating your communication, team building and other interpersonal skills.
Turn trust into performance
For-profit organizations always talk about performance, and trust itself is risky and cannot be directly linked to performance. How to ensure that team leaders' trust in employees may be transformed into performance?
Performance-oriented is the goal of for-profit organizations, but this does not hinder the trust of team leaders in employees. The key to transforming team leaders' trust in employees into performance is to establish a trust-based and performance-oriented corporate culture in enterprises.
How to build trust within the enterprise and make employees willing to work as a team is the primary task of building a trust-based corporate culture.
First of all, team leaders should believe that trust-based management is effective and lasting. In this way, team leaders should take some trust-based management measures to make team members feel trusted obviously. At the same time, team leaders should avoid using negative language in their work, and emphasize reward rather than punishment when rewarding and punishing. Through these measures, employees feel that they have been respected, gained trust and established initial trust in the team.
The second is to make employees pay attention to the development of the organization, make them willing to participate in the development of the organization, and make them feel that the organization can rely on it and the organization should abide by its own.
When an employee is fully trusted in the enterprise and his work ability is affirmed, it means that he can manage himself well, and the team gives him enough free space and job responsibilities, so that employees can achieve their work goals in the most suitable way, which can effectively improve the morale of employees and improve their enthusiasm and creativity.
After establishing a corporate culture based on trust, this trust cannot be naturally transformed into corporate performance. It is very important to establish a performance-oriented corporate culture because trust is easy to be destroyed and difficult to recover after being destroyed.
To maintain sustained, rapid and healthy growth, enterprises must have a set of strategic planning and implementation system. Enterprises need a good performance management system as the basis and guarantee of strategy implementation, and the implementation of performance management system will directly affect the quality of enterprise strategy implementation. Good performance evaluation involves different levels of enterprise activities and will have a strong impact on employee behavior. Enterprises should pay attention to performance when assessing employees, not to the promotion and promotion of qualifications. Enterprise performance management should combine enterprise goals, departmental goals and personal goals, personal work goals and life goals, personal performance goals and personal development goals.
Through the above channels, enterprises will truly establish a trust-based and performance-oriented corporate culture, thus ensuring that team leaders' trust in employees may be transformed into performance.
Get employees to support corporate vision.
The vision of an enterprise can only become a reality with the active participation of employees, who, as migrant workers, are only interested in the long-term planning of the company. How can the vision of an enterprise gain the trust and support of its members?
Vision is a picture that enterprises have been working hard and hope to realize. It is the expression of will, which summarizes the future goals, missions and core values of the enterprise. Vision is the soul of an enterprise. The vision points out the direction for the long-term development of the enterprise, and the realization of the vision needs the daily business behavior of the enterprise to implement.
The establishment of corporate vision must have a process from informing to creating. We must take the establishment of the * * * vision as a part of our daily work, and ruthlessly test the authenticity and development of the vision in practice. This is a part of the business philosophy and a continuous work. Peter. Mr. Shengji warned: If the vision is inconsistent with the values that people abide by every day, it will not only fail to inspire real enthusiasm, but may also be cynical about the vision because of disappointment and frustration.
"If you study what vision first, it is useless. You should let these people participate in the process of vision formulation, let them know the problems you are facing, let them express their understanding, and show your interest in it no matter what they say. " Peter. Sheng Ji said.
Peter. In fact, what Mr. Shengji said is: in the process of practicing with the same vision, it is excellent to create an environment in which all employees are United and responsible for long-term development-although he did not mention using the same vision. When we appreciate these words carefully and compare them with reality, we will find that many enterprises have lost their behavior. For example, some enterprises regard the relationship between enterprises and employees as a contractual labor relationship, and some enterprises use power to establish their own personal dignity, instead of adopting communication, coordination and combing to cultivate the cohesion of enterprises.
Of course, the realization of corporate vision needs to further define the vision as the enterprise's development strategy and long-term development goals. On this basis, the long-term development goals should be combined with short-term goals, and then the short-term goals should be decomposed into annual business plans and business goals, and then the annual business plans and business goals should be decomposed into departmental performance goals and employee performance goals. The realization of employees' performance goals depends not only on employees' personal career planning and value judgment, but also on how enterprises care about employees' development, how to stimulate employees' enterprising spirit, and how to guide employees to combine their personal goals with the development of enterprises, so as to realize the close relationship and win-win effect between employees' personal development and enterprise development.
Avoid layoffs that hurt organizational trust.
The voice of "the company is not my home" has also caused fluctuations in other employees of the company. On the one hand, the development of the company needs the trust and support of employees. On the other hand, personnel adjustment and even layoffs in order to survive will hurt employees' trust in the company. How to avoid or solve this potential contradiction?
Layoff refers to the behavior that the employer unilaterally terminates the employment contract, cuts off employees who are not suitable for the development of the enterprise or are relatively surplus, and terminates the employment relationship based on the human resources needs of the enterprise. Layoff is an important and thorny issue that enterprises must face in response to changes in market competition and organizational changes. However, how to deal with layoffs is not easy. Statistics show that if an enterprise offends a customer, it will lose 15 potential customers. Similarly, if an enterprise has an inappropriate layoff, it may indirectly lose several suitable or even excellent employees, and its impact may exceed the expectations of the enterprise.
The possible consequences of enterprise layoffs are: creating a gap between enterprise managers and left-behind employees, discouraging employees' enthusiasm and demoralizing enterprises; Some employees who leave in anger will spread remarks that are not conducive to the development of the company and affect the recruitment of outstanding employees with ideals in the future; Damage the corporate image; It may also cause the existing team to be scattered; Let the employees who stay doubt the trust of the enterprise and the sense of security of the work. In addition, improper layoffs may be accompanied by many legal disputes, and enterprises may have to pay expensive economic compensation costs for this.
In order to minimize the consequences of layoffs for enterprises, enterprises should do the following as much as possible:
Layoffs must first have ideas. Layoffs are bound to conflict with the original culture, and the strategic transformation and organizational change of any enterprise are essentially deep-seated cultural changes. Many enterprises continue to carry out organizational change and process reengineering, why is the effect not good? The key point is not to touch the deep-seated cultural changes in organizational changes, and not to touch the changes in employees' concepts, ways of thinking and behaviors. Cultural conflict is a hidden obstacle in the process of layoffs. If it is not handled properly, it will easily lead to a layoff crisis.
The layoff plan should be flexible. Layoff itself is rigid, and the object of layoffs is people with thoughts and feelings. If you are too rigid and lack flexibility in the process of layoffs, it will inevitably lead to intensified contradictions and greatly increase the cost of layoffs. Pay attention to fairness in the implementation of layoffs, and have a set of reasonable and feasible layoff plans and standards, which are based on employee performance evaluation and recognized by all employees. The implementation of layoffs should be fair, transparent and consistent, so that employees can know why the company made the decision to lay off employees, what benefits it will bring to the company after making this decision, and how it will be implemented for the laid-off company.
In short, enterprises should have a sense of social responsibility in layoffs. In order to treat laid-off workers in a responsible manner, enterprises need to make all employees understand that layoffs are not simple dismissals, but forced choices made by enterprises to solve their own fundamental problems; Layoff procedures should be considered by employees, reflecting full communication and fairness; Enterprises are kind and caring for laid-off workers.