Do you want to build a culture of trust in your team? Here are eight neuroscience-backed ways to do just that. The eight behaviours below aren’t just common sense; they also release neurochemicals in peoples’ brains that build trust and other good things like engagement, job satisfaction, loyalty, motivation and productivity.
Say thank you and show your appreciation. This works best just after someone reaches a goal or does something you want them to keep doing.
Set clear and specific goals that are challenging, but make sure they’re achievable. This generates moderate stress that releases neurochemicals that help people focus and that strengthen social connections, helping people work well together.
Let people work in their own way as much as possible. Knowing how to do a job and deciding how best to get on with it is motivating and promotes innovation. Bringing the team together to use the learning cycle in an after action review often leads to continuous improvement, too.
When you can, let people select the projects they work on. That way, they work on what interests and inspires them most, leading to job satisfaction and high performance.
Keep people informed about the organisation’s goals and strategies. Unless people know they’re working for an organisation that has its act together, their stress levels increase and their ability to work as a team deteriorates.
Build relationships with your team and help them build relationships with each other. They don’t all need to be best friends, but they need to know each other as individuals to work well together and they need to care enough about each other that they don’t want to let their teammates down.
Help team members develop personally and professionally. The best performers are well-rounded people, so show consideration for their work-life balance or work-life blending and don’t work people so hard that they have no time for personal rest, recreation and reflection.
Don’t pretend you know everything. Ask for help when you need it; it’s a sign of a secure leader whose main aim is to perform well and help their team perform well.
As you can see, these eight behaviours aren’t difficult or even particularly time consuming. You can find out more in the Jan-Feb 2017 Harvard Business Review in an article by Paul Zak called ‘The neuroscience of trust’.
Whether you need to make a point about health and safety, establish a standard operating procedure, train a team member or introduce change, here’s how to make sure your messages hit home:
Use positive language by stressing what you do want, not what you don’t want. For example, don’t say or write ‘Don’t go up an unsecured ladder on your own’, say or write ‘Always have someone hold the bottom of an unsecured ladder while climbing it’.
Use a photograph or illustration when you can, because, as they say, ‘a picture is worth a thousand words’. For example, when your safety instructions or standard operating procedures say ‘Always have someone hold the bottom of an unsecured ladder while climbing it’, insert a photograph of two popular team members doing exactly that. (Because images stick in our minds, make sure the photo or diagram shows the right way, not the wrong way.)
Write actively, not passively to keep the word count down and make your points more ‘alive’ and memorable. For example, ‘Always have someone hold the bottom of an unsecured ladder before climbing it’ is active and more interesting than ‘Unsecured ladders should always be held by another person while being climbed’. (You’d never say it like that, so why write it like that?)
Keep your messages short and simple, and in the (polite) language of the workplace so they’re easily and quickly read and understood.
Use the ‘you’ word: writing personally makes it clear your message is for the reader or listener. For example, you could write ‘You should always have someone hold the bottom of an unsecured ladder when you climb it’.
Remember the WIFM—What’s In It for Me? Give people a reason to listen or read. For example, ‘For your own safety, always have someone hold the bottom of an unsecured ladder before climbing it’.
Repeat your most important messages often, using different words, different examples and different mediums (e.g. computer screen savers, emails, face-to-face meetings, posters and Twitter).