Trust: The Secret Ingredient to Project Success
From the Voices on Project Management Blog
by Cameron McGaughy,
Lynda Bourne, Kevin Korterud, Conrado Morlan, Peter Tarhanidis, Mario Trentim, Jen Skrabak, David Wakeman, Wanda Curlee, Christian Bisson, Ramiro Rodrigues, Soma Bhattacharya, Emily Luijbregts, Sree Rao, Yasmina Khelifi, Marat Oyvetsky, Lenka Pincot, Jorge Martin Valdes Garciatorres, cyndee miller
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By Marian Haus, PMP
Trust is defined as a “firm belief in the reliability, truth, ability or strength of someone or something.”
Isn’t that what we all want in our professional and private lives?
Imagine a project with little or no trust between the project manager, team members and stakeholders. In such an environment, communication is opaque and piecemeal, and what’s communicated to you depends on your position in the organization. Silos are built to protect individuals, positions and knowledge. As for assignments, they’re meticulously planned and controlled, and work is delegated and rigorously followed up on.
I could go on and on.
Without trust, companies won’t survive for long in today’s world of VUCA (volatility, uncertainty, complexity and ambiguity). Without trust, for example, how can you as a project manager quickly respond to constantly changing customer expectations and environmental conditions?
The absence of trust is at the basis of the pyramid of The Five Dysfunctions of a Team by business consultant and speaker Patrick Lencioni. According to this model, conflicts cannot be solved creatively without trust. The lack of trust erodes people’s commitment, engagement and accountability—and therefore makes it difficult to attain goals and results.
I believe the evolution of project management over the past two decades is due in large part to the way trust is now valued in projects and in business. It’s an enabler for individual and organizational success. People are more empowered than ever to work independently (i.e., with no micromanagement) and to collaborate in trustworthy environments.
Companies that understand this have trust as a core value of their corporate culture and part of their corporate DNA. Leaders, project managers and employees of these organizations are not struggling to gain the trust of their peers. They are benefitting from and supporting the implementation of cultural changes based on trust, openness and fair collaboration.
How can project managers lead by example and work to create a trustworthy project environment? Here are some tips:
- Take time for giving and building trust, instead of expecting it unconditionally.
- Treat yourself and others with respect. People will notice this—and follow suit.
- Communicate clearly and openly, without a hidden agenda.
- Be direct, fair and predictable.
- Stay in front of your team and protect them when facing adversities. This will show them they can rely on you.
- Delegate not only work and responsibility, but also accountability. This increases engagement and trust.
- Stay behind your team and back it when mistakes occur. Tolerate and admit mistakes. This strengthens trust and promotes learning and innovation.
- Empower your team with the right tools to increase collaboration and share knowledge. This will break silos and improve the work climate.
- If possible, get the team collocated (i.e., located in the same physical space). This will increase direct interactions between individuals and keep people from hiding behind processes or tools. Ultimately this will increase the team’s efficiency.
By behaving in a trustworthy manner and leading by example, you’ll gain your team’s confidence. People will rely and count on you in any circumstance.
How do you drive trust in your projects and organization?
Posted
by
Marian Haus
on: December 24, 2018 03:47 AM |
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Md. Rahman
Founder and Head of Projects| ALPHABET Software
Dhaka, Dhaka-1205, Bangladesh
Thanks for writing on the topic.
Trust is one of the most important parts of human life. Not for team building or project management but for every aspect in human life.
As you mentioned, clear and open communication is needed to build trust, again, trust is also required for effective commuication.
Md. Rahman
Founder and Head of Projects| ALPHABET Software
Dhaka, Dhaka-1205, Bangladesh
Thanks for writing on this topic.
Trust is one of the most important parts of human life. Not for team building or project management but for every aspect in human life.
As you mentioned Marian, clear and open communication is needed to build trust. Again, trust is also required for effective commuication.
I believe, every profession has an attitude and core competency. For a PM, becoming trusted as honest in person, great communicator, ability of solving problems and guiding team members for project success indicate the attitude. I simply love to go through this way as well as following rules and methods.
Kaveh Hakimi Firooz
Project Management Office Manager| Rahyab Rayaneh Gostar Co.
Bournemouth, United Kingdom
Undoubtedly and absolutely. While you are hiring people to set up your project team, finally you'll have optimistically just a group of people. Trust is one of the most critical parameters to transform from a group of people to a Project Team. A real project team has a great potential to meet the project goals and realize its benefits.
William M Hayden Jr
Adjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & Strategy
Buffalo, Ny, United States
A "Trust-Start-Up" Suggestion:
At the end of each and every project meeting, leave some time for a so-called "Hit & Misses" roundtable.
Going around the table, each person . . .without being interrupted...offers a brief "Hit" they experienced during the meeting. If none for them, they simply say "Bye me."
Then, each person states a brief "Miss," i.e. a disappointment. . . .again, without interruption...that they felt had it not been missed would have made for a more useful meeting.
In my experience, after awhile,, the individuals in the group learn the value of open listening to each other with our judgement. And learn the value of "Seeing with their ears, and hearing with their eyes."
Luis Branco
CEO| Business Insight, Consultores de Gestão, Ldª
Carcavelos, Lisboa, Portugal
Dear Marian
Interesting your perspective on: "Trust: The Secret Ingredient to Project Success"
Thanks for sharing
Thanks for the 9 tips for creating the trustworthy project environment
Cameron Ahmad
Capital Planner and Special Projects' Coordinator| Government of Nunavut, Canada
Brampton, Ontario, Canada
Thanks Marian for sharing salient points.
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