Building trust with your direct reports is the foundation of any successful working relationship. While some professional partnerships form effortlessly, others need intentional effort to foster trust. As a manager, it is crucial to nurture this bond, as the absence of trust can negatively impact morale, collaboration, and overall productivity.

From my experience, I’ve seen how a lack of trust between a manager and their team member can lead to disengagement and inefficiencies. Even if work continues despite a trust deficit, the long-term effects—like decreased motivation and strained communication—can be detrimental. That’s why strengthening this relationship should be a priority for any leader.

Through my own leadership journey, I’ve identified key strategies that have helped me build and keep trust with my team:

1. Start Fresh with a Clean Slate

When trust is lacking, it’s important to acknowledge past challenges and make a conscious effort to move forward. I’ve found that an open and honest meeting can set the tone for a fresh start. This conversation provides an opportunity to address concerns, clear misunderstandings, and commit to a more transparent and constructive relationship.

2. Set Clear Expectations

Mutual clarity on roles, responsibilities, and expectations prevents misunderstandings and friction. I ensure that my direct reports know what is expected of them, and I also communicate my expectations from our partnership. This includes defining when and how to communicate, ensuring a balance between guidance and autonomy, and encouraging the sharing of constructive feedback.

3. Foster Honest Communication

Trust thrives in an environment where open dialogue is encouraged. I make it a point to share my own preferences, work style, and challenges while inviting my team to do the same. Real-time communication about emotions, difficulties, or concerns helps address issues before they escalate and reinforces a culture of transparency.

4. Follow Through on Commitments

Trust is built on reliability. If I promise to provide support, feedback, or resources, I make sure to follow through. Aligning my actions with my words reinforces my credibility and demonstrates that my team can count on me.

5. Cultivate Patience

Trust doesn’t develop overnight—it takes time and consistent effort. I remind myself that every interaction contributes to building a stronger relationship. By showing patience and understanding, I create an environment where my team feels safe and valued.

6. Recognize and Appreciate Efforts

Acknowledging and appreciating my team’s hard work, even when results don’t fully meet expectations, goes a long way in building trust. Recognition, whether public or private, fosters motivation and reinforces a positive work environment.

7. Support Learning and Growth

Demonstrating a genuine interest in my team’s professional development strengthens our bond. I make it a priority to support their learning journeys, provide mentorship, and assist them in overcoming obstacles that hinder their growth.

8. Be a Reliable Guide Through Challenges

Being present during tough times is one of the most effective ways to build trust. Whether it’s offering guidance on a challenging project or standing by my team in difficult situations, demonstrating reliability assures them that they are not alone.

Trust isn’t about perfection—it’s about consistency, reliability, and empathy. Every interaction, no matter how small, contributes to a greater sense of connection and mutual respect. By consciously applying these principles, I’ve not only seen better work outcomes but also built stronger and more meaningful relationships with my team.

What strategies have helped you build trust as a manager? Share your thoughts in the comments!

Leadership is a journey filled with lessons. One of the most impactful experiences I’ve had is managing individuals who are not only older but also more experienced than I am. It’s a situation that can feel daunting at first, but it’s also incredibly rewarding.

Facing the Initial Challenge

When I first stepped into this opportunity, I was full of self-doubt. Questions like these kept running through my mind: 

– How could I lead people with more years of experience? 

– Would I be taken seriously? 

I noticed some hesitancy from a couple of team members. There was even non-acceptance during the initial phase. It was a challenging start. I chose to view these doubts and responses as opportunities to learn and grow, instead of letting them discourage me. I realized that being a leader doesn’t mean having all the answers; it means working together and proving yourself through actions over time.

Starting with Honest Conversations

The first step was having open, honest conversations with my team members. I acknowledged the experience gap instead of ignoring it. I made it clear that I valued their wisdom and didn’t see myself as just their “boss” but as someone who wanted to work with them to achieve shared goals.

I also embraced my own vulnerability. If I didn’t have the answers or wasn’t fully informed about something, I admitted it openly. I assured my team that we could explore solutions together or that I would make it a priority to find the necessary information and come back to them. This honesty not only demonstrated my willingness to learn but also reinforced that we were truly in this together.

We discussed how we could leverage their expertise not only for their growth but also for the success of the team and the organization. By being transparent, I created an atmosphere of trust and mutual respect.

Building Collaboration

Rather than acting as someone who gives orders, I focused on being a collaborator. I asked for their input and shared my own perspectives. This approach turned our relationship into a partnership. 

Over time, as I sought their insights, they also began to approach me for advice. This two-way exchange fostered a culture of respect and teamwork.

The Role of Feedback

Open and real-time feedback became a key part of our journey. We tackled concerns as they arose, ensuring that issues never grew into bigger problems.  I welcomed their feedback as much as I gave them mine. Their constructive insights helped me grow as a leader and as a person. Feedback became not just a tool for improvement but a foundation for continuous learning.

The Value of Recognition

I quickly learned that recognizing achievements, both big and small, was a powerful way to strengthen bonds and boost morale. Celebrating milestones and victories showed my team that their contributions were valued. This simple gesture reinforced the idea that, despite any gaps in age or experience, we were all working toward the same goals.

Emotional Intelligence and Learning

Emotional intelligence played a critical role in navigating challenges with empathy and understanding. I was mindful of the fact that reporting to someone with less experience might feel uncomfortable for some team members. Instead of being defensive, I chose to empathize with their feelings and stayed patient as they adjusted to the new dynamic. By giving them time and support to come to terms with the situation, I was able to build stronger relationships grounded in trust. 

At the same time, I focused on maintaining a growth mindset—always staying open to learning from my team members’ experiences and applying those lessons to my own leadership style. This helped me navigate the complexities of managing seasoned professionals while continuing to evolve myself.

Growing Together

Looking back, I’m proud of what we accomplished as a team. Some members have moved on to new opportunities, but the relationships we built remain strong. I still reach out to them for guidance, and they do the same with me. What’s even more rewarding is that the initial hesitancy I faced eventually turned into a healthy and supportive relationship with every team member. Despite the challenges at the start, all of them are still in touch, which is a testament to the mutual respect and trust we developed over time.

Final Thoughts

Managing a team with more experience than you might seem intimidating, but it’s a chance to grow and learn together. By being honest, fostering collaboration, and prioritizing respect and communication, you can turn the challenge into one of the most rewarding experiences of your career.

Leadership isn’t just about directing—it’s about building relationships and achieving mutual growth.

In today’s fast-paced business landscape, innovation isn’t just a buzzword—it’s a critical competency that organizations must cultivate to thrive. But what exactly is innovation, and how can we foster it effectively?

What Is Innovation?

At its core, innovation is more than just creativity; it’s about turning novel ideas into practical solutions that create value. Whether it’s a groundbreaking technology or a simple enhancement to customer service, innovation drives progress and keeps businesses competitive.

Let’s address some common misconceptions about innovation:

• I’m not a creative person: Creativity is just one aspect of innovation. You don’t need to be an artistic genius, practical problem-solving matters more.

• Only original ideas are innovative: Innovation isn’t limited to groundbreaking inventions. Incremental improvements count too.

• Every problem has only one solution: Innovation thrives on exploring multiple paths and finding the best fit.

• The current practice is always the best: Complacency stifles progress. Embrace change and challenge the status quo.

• Technological understanding is a must: While tech helps, innovation is about mindset and adaptability.

Over the past decade, I’ve encountered numerous situations where innovation was crucial, and I’ve witnessed both triumphs and setbacks. Reflecting on these experiences, I’ve extracted key qualities that contribute to success—or conversely, lead to failure. I present these essential skills in the form of the “COLAR” framework:

• C– Curiosity
• O-Observant
• L– Listener
• A– Action taker
• R-Risk taker

Let’s delve into the details to further understand each component of the COLAR framework, which one can apply at an individual level to work on innovation capability:

Curious:

• Ask Why: Curiosity fuels innovation. Always question the status quo. Why does something work the way it does? What if we did it differently? Continuously seeking answers encourages a deeper understanding and opens up new perspectives for tackling problems.
• Open Mindset: Approach problems with an open mind. Be willing to explore unconventional solutions.
• Stay Updated: Continuously read and learn about your industry trends and changes compared to other. Innovations often emerge from staying informed about industry trends and breakthroughs.
• Networking and Collaboration: Engage with others—exchange ideas and collaborate. Diverse perspectives lead to innovative thinking.

Observant:

• Everyday Experiences: Pay attention to everyday situations. Innovations often arise from solving common problems.
• Connect Outside: Look beyond your immediate field. Inspiration can come from unexpected sources.
• Team Insights: Your team members hold valuable insights. Collaborate and tap into their collective wisdom.
• Zooming in & Out:  Balance detailed focus (zooming in) with a broader perspective (zooming out)

Listener:

• Mindful Conversations: Be an active listener. Understand not just the words spoken, but also the underlying context and emotions.
• Team Effort: Great ideas often emerge during team discussions. Encourage open dialogue and respect diverse viewpoints.
• Seek New Perspectives: Engage with people from different backgrounds. Their fresh viewpoints can spark innovation.

Action Oriented:

• Timely Action: Don’t delay. Implement ideas promptly to see results.
• Prototype and Test: Create prototypes/conduct pilots to validate concepts.
• Iterate: Learn from feedback and iterate. Innovation is an ongoing process.
• Manage change: Be prepared for change. Adaptability is crucial in any innovative endeavor.

Risk Taker:

• Calculated Risks: Assess risks and take calculated chances. Innovation involves stepping out of your comfort zone.
• Learn from Mistakes: View failures as learning opportunities. Adjust and improve based on what didn’t work.
• Seek Feedback: Invite constructive feedback.
• Embrace Failure: Be willing to fail. It’s a steppingstone to growth and innovation.
• Pivot: Explore the opportunities to pivot in case the outcome is different than what you expected.  Spencer Silver, a scientist at 3M, accidentally created a weak adhesive. It was initially considered a failure until his colleague, Art Fry, realized its potential as a reusable bookmark. This led to the invention of Post-it Notes.

Innovation isn’t a talent reserved for a select few; it’s a skill that can be cultivated. Enter the COLAR model—a pragmatic approach that dispels common myths about innovation and equips you with a powerful template for tackling challenges.

As a leader, the COLAR model not only supports you with respect to business challenges, but also as a compass for people development. Let’s infuse this framework into your innovative endeavors. Share your thoughts, and together, we’ll refine COLAR for even greater impact! 

I would also like to request that you reflect on a specific challenge you have encountered, where innovation was required. Now, in hindsight, if you consider the COLAR framework, how closely do you relate to it? I look forward to hearing about your experiences.

Constructive feedback enables an individual to recognize certain blind spots that, when addressed, can aid in their overall improvement and progress. Let’s consider the following situations to put this in perspective:

• You are working with a lead that excels in technical areas but struggles with leading a team. This disturbs overall team dynamics.
• Project deliverables are being impacted because one of your team members is not functioning at their best.
• You have expectations from your manager that may improve your performance and help you advance, but you are not receiving the necessary guidance or input.
• You function in a space where your manager/lead practices a high degree of delegation.  This is pushing back your deadlines and burning you out.

This list is not exhaustive, and I am sure you will have more scenarios to add.  The common factor linking all of them is that you have something to provide as feedback that can help in each of the above scenarios. If you are someone who has taken that step and provided your feedback, then kudos to you. Please do share your experience in the comments section.

For the rest, who are still debating whether to take that step or not, perhaps you feel troubled by the following:

• Lack of confidence to discuss the feedback
• Fear of putting a relationship at stake which may take a wrong turn
• Facing a dilemma if you can provide lateral or upward feedback
• Lack of clarity in how to proceed

If you answered any of the above as “Yes”, then you should continue to read  ahead and understand the “Why” and “How” of the constructive feedback process:

WHY

• When it comes to providing feedback, most of us are genetically wired to give only positive comments. In the bargain, we deprive the other person of the opportunity to examine their shortcomings and work on becoming a better version of themselves.  
• By providing real time feedback, we are giving the person an opportunity to make necessary adjustments/corrections to their working style which will not only help them manage the challenge at hand, but also help them in the long run. If someone does not point out blind spots, the person will continue in his current state, and this will become their style, which may not necessarily be  ideal.  

HOW

• The first and the most important step is to convince yourself that it is important to deliver that feedback.
• Once you have made a decision, list down the observed behaviors & it’s impact in the short and long term.
• Choose an appropriate mode of communication. The most preferred one is always face to face, however depending on your situation, you can opt  for email, voice call, chat, etc.
• Choose an appropriate setting – For e.g., sensitive discussions occur in a closed room.  Also, look for an appropriate time – For e.g., the recipient may not be in the right frame of mind to receive feedback if they are in the middle of an important task or in a hurry to get somewhere.
• Use specific examples during the conversation to explain your observation, and the benefits it can offer when corrected.  During the conversation, target the behavior and not the person. Remember to keep this separate to avoid a defensive reaction.
• Once it’s done, check with the individual about the relevance of the feedback.
• Provide encouragement when you notice visible changes based on the feedback.

Remember, by completing this exercise you have made a crucial step towards influencing someone’s growth trajectory. This will also help in better management of current deliverables and overall team dynamics. The good news is that you can do all of this without jeopardizing your relationship as long you are able to manage the overall “HOW” process effectively and convey that you are addressing traits and not criticizing the person.

I hope this read will give you the confidence to make a difference in someone’s growth by highlighting their areas of improvement. I look forward to reading your experience in the comments section.

P.S: There are chances that the other person may not be receptive to your feedback. Please be assured that this doesn’t dent your confidence in delivering the correct message. Both, you, and the recipient of your feedback will see the benefits in the long run. Receiving feedback is also an important skill and we will talk more about it in one of the upcoming posts.

Who doesn’t like recognition in the workplace?

All employees across all roles in an organization do. Without an iota of doubt, employee recognition tends to be directly proportional to overall employee engagement.

Steven Covey, author of the bestselling “The 7 Habits of Highly Effective People”, felt so strongly about people’s need for appreciation that he stated: “Next to physical survival, the greatest need of a human being is psychological survival, to be understood, to be affirmed, to be validated, to be appreciated.”

Each one of us in our respective roles follows our own method to meet this need. However, it continues to remain an area of concern with teams. So, the fundamental question is – are we doing it right?

To make it simple – I propose the ASIC (Amplification, Sincerity, Individualization and Culture) model. This model is built on suggestions from various teams and includes four key parameters as below –

Amplification:

Amplification is based on the basic premise of spreading the word – You blow your team member’s trumpet for what they have achieved and everyone around hears you. This need stems from the fact that employees often feel their achievement has not received the visibility that it should; probably because it remains between the individual and the manager.  

Spreading accolades can be extremely motivating for employees when they feel that the impact they created has received social recognition.   

One can take various innovative approaches at a team level to amplify appreciation – team meetings, company arsenal, social media channels, etc. The key is to be fair, consistent, and compliant with organizational policies.  

Sincerity: 

Words of praise can be encouraging to your team, but they must be sincere. If they are perceived as being hollow or inauthentic by the recipient, the same words will not accomplish their purpose. Body language and tone can easily communicate your intention. So, sincerity is an important aspect while showing recognition. Unless the recognition is genuine, it cannot provide the desired affirmation and hence becomes totally ineffective for both the organization and its employees. Timely recognition is as important as ensuring that it is offered genuinely.

Individualization: 

It is often said that “one size does not fit all”. This is also true when it comes to recognizing people. Just as everyone is unique, the language of recognition that each understands is also different. For example, while one may feel recognized with a simple thank you note, another may feel motivated with immediate verbal feedback. Yet another would like to be applauded in front of an audience and some may feel content with monetary reward. Thus, individualization plays a key role.

Managers need to invest time and effort in learning what motivates each employee. This information can guide them in deciding the most effective method of recognition.

In the book “The 5 languages of appreciation at the workplace”, authors Gary Chapman and Paul White emphasize this point and have suggested various ways in which you can determine the primary language of recognition for an individual.

Culture:

Recognition needs to be embedded in the DNA of an organization. In our busy working lives, we tend to miss recognizing people who are creating a positive impact. Leadership teams should evaluate their current processes and assess how this can be done on a continual basis, rather than on specific occasions like mid-year or annual performance reviews.  

As a first step, this can begin with onboarding training programs. So, employees understand the importance and various avenues that are available for recognition. Recognition as a process should flow in all directions, irrespective of hierarchy. An organization should strive to build a culture where each employee feels empowered to appreciate anyone who makes a difference.

It has been my experience over the years that when you communicate appreciation to your team, it creates a sense of loyalty. People are willing to give their best because they know you care about them. When your colleagues see that you are appreciative, they often reciprocate the same sentiment to their co-workers and thereby spreads the wave of positive work culture.

So, the next time you would like to recognize someone, use the ASIC model as a reference point. Share your experience and contribute to more ways for recognizing your employees, peers, seniors etc. With your valuable input, we can evolve the model further.