- This topic has 3 replies, 4 voices, and was last updated 2 days ago by Omodara Olanrewaju.
In an era marked by scepticism and uncertainty, I’ve long learned that trust is one of the most valuable currencies you need, and it’s also in short supply in our days. When you lead, you must be trusted, when you’re being led, you must also be trusted, so you can make an impact within a movement or team. This week, Women Emerging began a Podcast series on trust and Samar Ali, the Podcast Guest and Research Professor of Law and Political Science at Vanderbilt University talked about navigating distrust among people. She mentioned NAMING IT, that is, making it clear to the people that there is distrust, as well as, the dangers of distrust: how it affects progress. I am wondering if someone can can share with me how they’ve practically navigated a situation of distrust, whether towards themselves or others. I will be reading very keenly.
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In an era marked by scepticism and uncertainty, I’ve long learned that trust is one of the most valuable currencies you need, and it’s also in short supply in our days. When you lead, you must be trusted, when you’re being led, you must also be trusted, so you can make an impact within a movement or team. This week, Women Emerging began a Podcast series on trust and Samar Ali, the Podcast Guest and Research Professor of Law and Political Science at Vanderbilt University talked about navigating distrust among people. She mentioned NAMING IT, that is, making it clear to the people that there is distrust, as well as, the dangers of distrust: how it affects progress. I am wondering if someone can can share with me how they’ve practically navigated a situation of distrust, whether towards themselves or others. I will be reading very keenly.
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I had a situation in my team where I knew for certain that a team member was not working while remote, as they were not responding to messages and had limited availability. This planted seeds of distrust. I could have confronted them directly or devised a strategy to resolve the issue at hand. I chose the latter, knowing that the individual would likely feel defensive if called out.
I encouraged the team to come into the office more often to avoid distractions when working remotely, indirectly signaling that this shift was driven by trust concerns and that increased in-person presence could help rebuild the lost trust.
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Trust is one of the most important trait of being a successful leader. I had a situation in my team where I lacked empathy and trust with my team. I was a very new leader then, and it also reflected in my GPTW scores as a manager. Later, when I led with empathy and more transparency, the team started trusting me, and I could see the difference in their bonding with me.
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