Take the first steps towards improving you career or skilling up your whole team.
All fields are mandatory. We respect your data and will not sell it to 3rd parties.
Who do you want to get coached?
GOT QUESTIONS?
Call Us 4008 740 029
Info@glocoach.com
Great, to get started we need some contact details
GOT QUESTIONS?
Call Us 4008 740 029
Info@glocoach.com
We Coach. We Advise. We Share.
Compact Coaching Program
2 * 90 minutes coaching sessions
Benefits:
Standard Coaching Program
6 * 90 minutes coaching sessions
Benefits:
Premium Coaching Program
12 * 90 minutes coaching sessions
Benefits:
GOT QUESTIONS?
Call Us 4008 740 029
Info@glocoach.com
GOT QUESTIONS?
Call Us 4008 740 029
Info@glocoach.com
GOT QUESTIONS?
Call Us 4008 740 029
Info@glocoach.com
We will contact you regarding your request as soon as possible.In the mean time, why not take a look at our free resources?
We will call you on during working hours as soon as possible.In the mean time why not take a look at our free resources?
We will contact your learning and development responsible as soon as possible.
We should have you and your collegues up and running in 2 to 3 weeks.
For now, why not take a look at some of our free resources?
Great Choice! Choose your payment method to complete your subscription.
GOT QUESTIONS?
Call Us 4008 740 029
Info@glocoach.com
Go to your email inbox to log into your new dashboard
GOT QUESTIONS? TALK TO US
By Rob Abbanat
The following is a summary of lessons learned from thousands of hours of coaching and collected via a series of surverys with the GloCoach coaching team.
August 2019
When stepping into a new role, a leader must establish trust as the key element to inspire and motivate his or her team. When your team trusts you, they have confidence in your decisions, and will stay focused even when the business is going through a turbulent time.
Based on our experience supporting hundreds of leaders at the start of a new role, we have learned that building trust is THE most important factor for success. In fact, if a leader doesn't have solid trust within the first 3 months in a new role, he or she has an 85% likelihood to fail in the role.
Aligning what you DO with what you SAY is the key element for building trust, and ultimately for your success in the role. Perhaps more importantly, we have found that employees' perception of their boss's alignment of action with words is also the most important factor for their trust in the organization. That's why we place such a big emphasis on establishing trust as the first prioirty when a leader begins a new role. Here's what we've observed works best.
Being uncompromisingly truthful is perhaps the first and most important step to building trust with your team. This means saying what needs to be said, and not what you think they want to hear. While this sounds straight-forward enough, it takes practice, discipline and a strong sense of values to deliver this type of candor in the heat of battle. Your team needs to know the facts as you see them in order to a) understand your decisions and b) make better decisions themselves that will align with your vision. That said, you also need to be considerate of your team members' feelings, and show support even when mistakes are made, which leads to the next step...
Being "professional" is not the same as acting formal, dressing in expensive suits, and using a large vocabulary. While this type of image is required in some industries (banking comes to mind), it does not equate to professionalism. When building trust, it is important to remember that people will follow leaders whom are genuine. This means showing your human side and letting people get to know you.
We always coach our leaders to make time for social interactions. In most cultures, sharing food and drink is a deeply rooted behavior for bonding with compatriots. This is true European cultures, and perhaps even more-so in Asian cultures. Studies show that how much money you spend isn't important--simply making time over a simple meal or a drink (coffee and cocktails both work) is the best opportunity to share your personality and get to find what you have in common with your colleagues. And from there trust will grow.
We also encourage our leaders to make small gestures of thoughtfulness toward your colleagues and your clients. Bring a coffee when you can, and don't forget to wish someone a happy birthday. Everyone likes to be remembered, and a little bit of extra care goes a very long way.
Showing your true personality is key to building trust, but you still need to maintain your poise, especially during challenging situations. Confidence is key to having people believe in you and your abilities, and showing any doubt in yourself and your ideas can immediately destroy any trust you have built.
We often coach our leaders with some simple habits to maintain composure, and try to find out which works best for each individual. It may include putting on your "power outfit" or practicing "power poses" before an important meeting (for more on this, search for Amy Cuddy on YouTube). Having confidence in your abilities, your role, and your limits helps others also know how to trust you.
A good leader must stay at 50,000 feet, developing a holistic strategy that is robust enough to win even in the worst case scenario. He or she must not get bogged down in the details of execution as this will obscure view of where the team is going and how well they are doing. That said, when problems arise, a good leader shows the ability to role up his or her sleeves and analyze even the smallest details as required to solve the problem. This ability to dive deep when necessary is incredibly powerful when building trust with your team. Not only does it inspire confidence, but it cuts off any possibility for a weak team member to use technical knowledge to undermine your authority. In fact, once a leader shows this capacity, it is likely that his team will increasingly push for his deeper involvement, but a good leader will resist except when his deep involvement is absolutely necessary.
Each person on the team needs to know the direction and must have SMART objectives to be achieved (by definition, this means within a specific time-frame). This includes the leader as well as his or her subordinates. But it is the leaders job to ensure that everyone (including him or herself) is held accountable to their targets, acknowledging both mistakes as well as successes. We have continuously coached our leaders Creating a culture of accountability and transparency is a core element of trust.
