Journal: People Science - Human Capital Management & Leadership in the public sector Volume 1, Issue 2 Spring/Summer 2014 - Page 37

Trust also enables you, as a leader, to feel confident in the work outcomes, despite the inability to physically oversee your team’s work. When an individual believes they have your trust, performance is likely to improve. Keep in mind that building trust with your team members is an ongoing process. Constantly invest in mutual trust by showing respect, making regular but not overbearing contact, providing feedback, being available for them, making it safe to acknowledge issues, making it easy for employees to ask for help, and certainly, when you see bad behavior, calling it out. meetings, show photos of team members and talk about things that go on in your personal lives to the extent everyone is comfortable. Celebrate team accomplishments together. Do the same things you would do in person, in other words. This helps to stay connected at a human level. Set aside just a little time at the beginning of staff meetings to allow for informal dialogue between those who are physically present in the room and those who are remote. Summary The distributed workforce is a positive, fast One of the most important things you can do growing workforce trend, It allows for higher with your team to build trust is to co-create your organizational performance and tremendous own team protocols. How should you and your social benefit. Enlightened leaders – including distributed team work together? What is your Dr. Rebecca Ayers supervisors and managers –can significantly team willing to commit to doing? Explore topics accelerate the development, cohesion and performance of like frequency of meetings, preferences for communication and distributed teams. decision-making processes. This forms a social agreement that binds the team together. This provides clarity and co-creates a foundation of trust. About the Authors Five Leader Behaviors For Gaining Trust Among the Distributed Workforce 1. Make realistic commitments. Don’t overstretch yourself or your team to anyone, either to your employees, your supervisors, or your own management. 2. Follow through on promises. If you commit to do something, do it. Be honest when you can’t follow through. 3. Keep the team informed. Communication is key. Share information - even of things going on in the organization that may not impact their direct. 4. Show support and avoid blame. When projects, products or presentations fail, support your team. Encourage them to share what went well and discuss mistakes to avoid next time. Avoid singling anyone out for blame. Mika Cross Work/Life and Wellness Program Director at the US Department of Agriculture Kate North Vice-President, Global Development at e-Work Kate Lister President of Global Workplace Analytics Dr. Rebecca Ayers Manager of Performance Management Solutions at the US Government’s Office of Personnel Management 5. Protect those that are not present. It’s very important to be aware of what you say or allow said about people when they’re not around. Fostering Community Build community using the technologies and techniques of trust and communications described above, but also take time to celebrate. Celebrate birthdays, anniversaries and other life events. Celebrate team achievements and recognize individuals in all of your meetings. Work hard to include remote workers in celebrations. On their birthdays, for example, consider sending a team gift, or ordering them their favorite food for delivery and having the same meal in the office, connected by video teleconference. At the start of virtual People Science Spring 2014 32