Como você ganha a confiança da sua equipe de projeto?

In my experience, team building is based on the mutual trust and honest established between all the team members. Need to gain the confidence by supporting their ideas and advices

I can only add to this, that it should work in both directions. Be transparent with what’s is communicated to you from the outside and at the same time relay communication from the inside to the intended audience. Do not hide your team’s concerns just because you might not agree with them. Do not mask bad news from the executives or client just because you think the team will get hurt. Treat adults like who they are, adults.

I meet with my project leads weekly, offering support and guidance as they navigate their projects. I share my own lessons learned managing projects, not to prevent them from making the same mistakes, but to help them understand that there will always be miss-steps in a project. Mistakes happen. It's how you learn from them and adjust your approach going forward that is important. No matter how experienced you are, there is ALWAYS something to be learned from running a project.

Being yourself at work can improve communication and trust with colleagues. By showing your true self, you can build genuine relationships and create a positive work environment. Don't be afraid to be yourself - it can lead to better outcomes for everyone.

Being transparent and honest with your team has a profound positive impact on gaining their trust for several reasons: Transparency and honesty demonstrate your credibility as a leader. When you share the project vision, goals, and expectations clearly and consistently, your team sees you as a reliable source of information. Encourages open and honest communication within the team. When team members see that you're forthright, they are more likely to express their thoughts, concerns, and ideas without fear of repercussions. Builds trust by fostering stronger relationships. Team members feel valued when they are kept informed, and this sense of value enhances their loyalty to both you and the project.

I agree with all the above, one area I believe in - listen to the team's small challenges, evaluate quickly through communication. Be decisiveness, take quick actions and approval of solutions fast- Build trust in team-Allows the team to continue to solve challenges faster-let them do what they are good at, you must trust them. You are the project leader, remove obstacles out of the path of the team don't add mistrust issues. A question -How do we act on Phycological safety incidents in the project teams - Burn-out on project teams are common. Why? (Focus only on time and budget not the person) Work is just a game- nothing more. Project leaders are the coach /mentor first and then the Manager - for the players on the field - Keep it simple.

Trust as a foundation for success is clear. Transparency, honesty, and accountability foster respect. Mutual trust among team members is key. Leading by example sets the standard. Sharing personal experiences humanizes the team, fostering bonds. Active listening and empowerment nurture trust. This article is a practical guide for effective leadership, offering actionable insights to establish and nurture trust within teams.

One of the best ways to gain trust of your teammates as a leader (especially as a manager) is to take on a task that everybody avoided for some time. This way you can clearly show that you’re there to help - not just to direct. If you can apply your technical/domain knowledge to solving an actual problem, that’s worth more than any background story or past experience you’ll talk about - and if you can’t do that make it clear that you do not consider yourself more of an expert than more junior (or lower in the authority ladder) team members.

Do your research and become a product expert. Be able to answer questions and find solutions when problems come up. A big part of this is to be available and be able to respond within minutes not hours or days. Best way to gain their trust is if someone has a problem or question, you engage them immediately. So they don’t feel like they’re on a island shooting up a flair but rather you’re there with them working on the solution.

This is an extremely important lesson learned from Scrum by taking a trait from servant leadership. It's not what the team could do for you, but rather, what can you do for your team. How can you empower them to do their best work? Are you removing obstacles that impede their work? Do they have all the resources they need to do their job within the timeframe and budget you've given? Stay mindful of these considerations as you lead projects.

Empowering and bolstering the team stands as a formidable route to fostering trust. Granting autonomy, resources, and authority showcases faith in their capabilities. Encouraging idea exchange nurtures a shared sense of ownership. Recognizing accomplishments and offering constructive feedback strengthens relationships. This section profoundly underscores leadership's role in nurturing an environment of growth. Through empowerment and guidance, leaders not only cultivate trust but also pave the path for the team's evolution and triumph.

On your day 1 ask “how can I help?” and accept a few - no matter how outlandish - answers that you’ll work on to address. This will be painful, hard and you will fail in most cases. But the fact that you will actually try will help you show that you actually care about the team. Side benefit is that it will help you understand better some of the most unmovable obstacles in the reality you just entered.

Empowerment requires an environment where there is the right capability and the ingredients for enablement. More autonomy often exposes the skills gaps in the team. Some capability can be grown through learning and development. Confidence is also needed for people to take the empowerment they’ve been given. Capable people then need to be enabled. They need to feel supported and psychologically safe to stretch, and also be able to deal with the consequences, good and bad, of stepping up.

Open communication and intentional collaboration are the most effective ways, based on my personal experience. It must be a two-way relationship, wherein our primary goal should be to seek first to understand. It’s a give-and-take process, so we can establish a safe place to speak up and encourage everyone to share thoughts and ideas. Sharing ideas shouldn’t be limited to showing off our strengths. It is also about understanding our weaknesses so we can help each other to turn them into opportunities. Once we establish this kind of relationship, it will be easier for leaders to influence the team because of the trust built during the process.

Establishing transparent communication channels is key. Active listening validates concerns. Emphasizing expectations' clarity resonates, ensuring a unified focus. A clear understanding of targets is crucial for alignment. Sharing updates fosters cohesion. The call for input and consensus underscores trust-building. This section aptly underscores how adept communication and collaboration showcase a leader's responsiveness and inclusiveness, fostering a harmonious project milieu.

In the context of project management and gaining trust, a leader with high emotional intelligence can more effectively manage conflicts and align expectations. They can navigate the complexities of team dynamics, stakeholder interests, and project challenges with a balanced and empathetic approach.

Anticipating conflicts, promoting dialogue, and aligning expectations are key. Transparent communication and progress monitoring ensure accountability. Seeing mistakes as learning opportunities is crucial. Involving the responsible person in error analysis fosters understanding, preventing future occurrences. This approach embodies trust-centered leadership, balancing accountability and growth.

It is much easier to trust people you know. Get to know your team. Let them get to know you. Look for opportunities to talk about things unrelated to work. Take every chance you get to spend time with your teammates outside of work (in a non-work related situations). At the same time respect the boundaries of your teammates - don’t make “team hangouts” mandatory. This is a part of knowing your teammates. Some people just prefer to spend time alone. Respect that.

Embracing this advice resonates with my approach to leadership. Celebrating achievements and fostering a positive atmosphere go hand in hand. Acknowledging milestones and expressing gratitude not only validates team efforts but also strengthens the bond. The idea of rewarding performance aligns with motivating the team to excel. Organizing social events is equally crucial; it's a testament to the value of team unity and shared experiences. This section aptly captures the essence of leadership that prioritizes trust and camaraderie, contributing to a thriving and engaged team environment.

Here are the keys to gaining trust: Integrity, competence, planning, discipline, fairness in reward and recognition and never, never take credit for others' work always give credit where it's due. Let loose once in a while and have some fun.