By: Becky Pearson
“Teamwork begins by building trust.” – Patrick Lencioni
Numerous events and shifts over the last several years have certainly changed how we all work – and how we all work together. The COVID-19 pandemic meant we were working from home, adapting to a remote work schedule, juggling family and work obligations, all while trying to stay safe and provide a “normal” environment for ourselves and our family.
Nothing about these last couple of years has been normal - even if normal is all a matter of perspective. The way teams communicate has changed. Many of the shifts we’ve all experienced have been for the better. We’re now adept at working both remotely and in person and for those of us who balance both, the dynamics of each option often play off of one another with positive results.
Communication amongst teams and the individuals making up those teams has never been more important. Now, more than ever, it is critical that hiring managers, team leaders, and those new team members joining an organization, remain aware of how and when they communicate. It is impossible to over-communicate in the early stages of any working relationship, since it is communication that builds trust. Without that good communication, we’re all left guessing and assuming.
Given the importance of communication across all teams and channels, the following five key points are helpful reminders to teams working to build trust at any stage of development:
Identify communication styles during the hiring process (or as early as possible in the working relationship)
During the interview and assessment process, be sure to discuss communication styles and expectations and how those styles, if different, can work together. If you are someone who prefers to pick up the phone to talk in real-time while you verbally process information, you may find it more difficult to build trust with someone who prefers written communication as their primary mode for sharing information as this difference in communication style can be frustrating for all parties.
Understanding and then, where needed, working with one another or with a coach to recognize, discuss, and make a plan to move forward, will be imperative for those team members working with others whose preferred communication styles are different from their own. Through those discussions, the focus should remain on business (rather than the personal) and the players should keep in mind that there is not one “better” communication style than another.
Use the tools, find the balance
Technology can be helpful in providing tools to help those on opposite ends of the communication preference spectrum to successfully work with one another and maintain respect for one another’s ideal communication style. Voice notes, or sending audio messages through a communication platform like Slack, and other collaborative platforms are good options for meeting in the middle when it comes to communication.
Keep in mind that regardless of how you and your colleagues communicate, you are all looking to efficiently and effectively work toward the common goals of the organization. Even the best and most established of teams benefit from looking into new-to-them options. Technology can help make teams great – we encourage you to go out and find the tools that work best for you!
Remember the basic tenants of human communication
When alone in our home offices, it’s easy to get lost in our own projects and priorities. Even though we may not be going into the office together every day, we should not forget that part of building trust is getting to know one another. Popping into Slack or email, as well as the tried-and-true option of picking up the phone or embracing the Zoom room for a coffee or cocktail hour now and then, provide ample opportunities to get to know and keep in touch with colleagues.
As humans, most of us appreciate being able to share bits about our lives outside of work, especially with those we trust. A key part of any relationship is sharing commonalities, perspectives, and giving and receiving support. Even though we may sit in different parts of the country, it is still important to find time to gather, share, drop in and say “hello,” and be there to lift each other up.
Avoid micromanagement
There is a fine line between over-communication and micromanagement. Team members, whether new to the organization or seasoned, are learning what they can about how to do their jobs and how to do those jobs well through both what they are being told, and what they see in practice. Managers must then walk the walk and talk the talk. This means providing plenty of communication about preferences, expectations, and priorities.
The use of a collaborative platform such as Ninety.io can help teams – remote or otherwise – strategize, plan, track to-dos, and accomplish goals. These platforms cannot and will not replace the need for in-person and real-time communication, though are helpful for in-between meeting productivity and efficiency. Team leaders can stay apprised of progress on various tasks while the team member has the autonomy to work on those tasks within the understood parameters.
Set clear expectations
The team leader and their team members all hold the responsibility of setting expectations, preferably in the early stages of a relationship, and continuously working to meet and exceed those expectations when it comes to communication. Being human means we make mistakes. Being human also means we have the opportunity to learn from those mistakes (or recognize them before they become reality) and to make adjustments.
Think about the last time you and a team member didn’t communicate well. Was it because expectations weren’t met? Either yours or theirs, or those of your supervisor’s? The root of the issue likely points to unclear expectations and the communication around those expectations. The golden rule suggests we should do unto others as we would have them do to us. The platinum rule goes a bit further, at least when it comes to communication: “Do unto others as they would want done unto them.”
With the right tools and cadence, communication amongst teams becomes second nature, though inevitable change requires flexibility and the ability to shift. Collaboration has never been more possible thanks to technology. It’s now up to us to make the most of those tools and to bring and maintain the human connection to our team interactions. The changes of the last several years (and for many companies operating remotely even before the pandemic) have given us all the ability to work with people we love and to make a difference, while sitting anywhere in the world.
