{"id":5792,"date":"2020-03-19T16:44:16","date_gmt":"2020-03-19T14:44:16","guid":{"rendered":"https:\/\/teamdeck.io\/?p=5792"},"modified":"2024-09-04T16:05:18","modified_gmt":"2024-09-04T14:05:18","slug":"how-to-build-trust-with-your-team","status":"publish","type":"post","link":"https:\/\/teamdeck.io\/et\/meeskonna-onnelikkus\/kuidas-luua-usaldust-oma-meeskonnaga\/","title":{"rendered":"Kuidas luua usaldust meeskonnas, kui t\u00f6\u00f6tate projekti kallal?"},"content":{"rendered":"
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Usaldus on t\u00f6\u00f6tajate ja nende juhtide vaheliste positiivsete suhete alus. Veelgi enam, see v\u00e4ljendub otseselt meeskonnaliikmete t\u00f6\u00f6ga rahulolus. Vastavalt T\u00f6\u00f6tajate kogemuste riiklik uuring<\/a>, <\/span>74% t\u00f6\u00f6tajatest lahkuksid organisatsioonist, kui nad ei usalda selle juhtkonda<\/b>. On selge, et meeskondade ja nende juhtide vahelise usalduse t\u00e4htsust ei tohiks eirata. Selles artiklis jagame palju n\u00e4pun\u00e4iteid usalduse loomiseks oma projektimeeskonnaga, olgu te siis projektijuht v\u00f5i tehniline juht.<\/span><\/p>\n

Enne usalduse tekkimist meeskonna vastu<\/strong><\/h2>\n

Enne kui alustame, teeme m\u00f5ned eeldused p\u00f5hitermini kohta. Miks? V\u00e4\u00e4ritim\u00f5istmiste v\u00e4ltimiseks peaks meil olema sarnane arusaam ja n\u00e4gemus (v\u00f5ib-olla kogemus) m\u00f5istest \"usaldus\".<\/p>\n

Tuntud Brittanica s\u00f5naraamatu kohaselt v\u00f5ib usaldus m\u00f5elda kui<\/p>\n

\nusk, et keegi v\u00f5i miski on usaldusv\u00e4\u00e4rne, hea, aus, t\u00f5hus jne.\n<\/p><\/blockquote>\n

Kui me m\u00f5tleme \"usule\", siis teame, et see on seotud ka usalduse ja tunnetega; lootuse, ootuste, aga ka v\u00e4\u00e4rtuste ja asjade t\u00e4htsuse kohta.<\/p>\n

Erilist t\u00e4helepanu v\u00e4\u00e4rib eespool toodud lause viimane osa. Miks? See viitab sellele, et adjektiivide ja adverbide arv v\u00f5ib olla loendamatu. V\u00f5i - mis on veelgi vastutustundlikum - leiame inimeste vahel palju erinevusi, kui tegemist on m\u00f5nede nende omaduss\u00f5nade t\u00e4htsuse ja t\u00e4hendusega.<\/p>\n

Sellegipoolest v\u00f5ime ilma \u00e4\u00e4rmuslikku (ja siinkohal mittevajalikku) relativismi kaldumata julgelt \u00f6elda, et suhetes m\u00e4\u00e4ravad inimeste l\u00e4henemisi m\u00f5ned \u00fcldised, \u00fclemaailmsed levikud, mis esinevad kui mitte k\u00f5igis, siis peaaegu k\u00f5igis kultuurides.<\/p>\n

Ausus ja usalduse loomine meeskonnas<\/strong><\/h2>\n

See peab olema \u00fcks olulisemaid usalduse loomise viise. L\u00f5ppkokkuv\u00f5ttes peate olema usaldusv\u00e4\u00e4rne nii t\u00f6\u00f6tajana kui ka juhina. Millised on t\u00f6\u00f6koha aususe ehituskivid?<\/span><\/p>\n

Hoidke oma meeskond kursis<\/b>\u00a0<\/span><\/h3>\n

Oleme loonud eraldi blogipostituse projekti l\u00e4bipaistvus<\/a> sest me arvame, et see on \u00e4\u00e4rmiselt oluline, kui p\u00fc\u00fcame hoida oma meeskond \u00f5nnelikuna<\/a> ja produktiivne. Inimesed hindavad seda, kui te jagate nendega teavet, eriti kui see m\u00f5jutab nende t\u00f6\u00f6d, Muidugi ei ole teil alati lubatud r\u00e4\u00e4kida m\u00f5nest konfidentsiaalsest plaanist, kuid eelistage olla oma meeskonnaga otsekohene.<\/span><\/p>\n

Omandage oma vigu<\/b>\u00a0<\/span><\/h3>\n

Muidugi, te soovite, et teid peetaks p\u00e4devaks spetsialistiks, kuid isegi parimad spetsialistid teevad vigu. Teie meeskonnaliikmed m\u00e4rkavad neid t\u00f5en\u00e4oliselt niikuinii, seega saate luua rohkem usaldust ja luua nendega parema suhte, kui tunnistate oma vigu ja p\u00fc\u00fcate neist edasi liikuda. Juhid, kes p\u00fc\u00fcavad oma eksimusi varjata, satuvad sageli kontoris jagatud naljade l\u00f5uendiks. Need, kes tunnistavad oma vigu ja n\u00e4itavad m\u00f5ningast haavatavust, inspireerivad seevastu inimesi.<\/span><\/p>\n

\u00c4ra r\u00e4\u00e4gi inimesi halvasti<\/b>\u00a0<\/span><\/h3>\n

Vaadake, isegi kui see tundub l\u00f5busana kontoripoolikuna, ei tohiks teid kaasata klat\u0161imisse v\u00f5i halvakspanemise sessioonidesse. Kui r\u00e4\u00e4gite oma meeskonnaliikmetest halvasti, on neil raske teid usaldada. Isegi kui te halvustate kedagi meeskonnav\u00e4liselt, ei ole see ikkagi hea: see n\u00e4itab, et olete v\u00f5imeline olema intriigip\u00e4rane ja ebaaus. Piisab, kui \u00f6elda, et need ei ole omadused, mida inimesed oma juhtides otsivad.\u00a0<\/span><\/p>\n

Tagasiside andmine ja julgustamine<\/b>\u00a0<\/span><\/h3>\n

Teie meeskonnaliikmed hindavad konstruktiivset tagasisidet, sest see v\u00f5imaldab neil oma t\u00f6\u00f6d paremini teha. M\u00f5nikord eelistavad juhid \u00fcldse mitte midagi \u00f6elda, sest nad ei taha m\u00f5juda kriitiliselt. Ent kui teie tagasiside on faktidel p\u00f5hinev ja sisukas, on see teie meeskonnale v\u00e4ga v\u00e4\u00e4rtuslik. Kuidas on see seotud usalduse loomisega? Tegelikult v\u00e4ga palju. Juht, kes ei jaga oma tagasisidet, v\u00f5ib tunduda eemalolevana ja tekitada selliseid m\u00f5tteid nagu: \"kas nad ei jaga oma tagasisidet, sest neil ei ole seda v\u00f5i seet\u00f5ttu, et nad vihkavad salaja meie t\u00f6\u00f6d, kuid ei avalda seda?\".<\/span><\/p>\n

Andke tunnustust seal, kus see on vajalik<\/b>\u00a0<\/span><\/h3>\n

T\u00f5si, see ei ole ainus (v\u00f5i isegi k\u00f5ige t\u00f5husam) viis usalduse loomiseks oma meeskonnaga, sest usalduse loomine ei t\u00e4henda inimeste komplimentidega \u00fcleujutamist. Kuid kui te annate propsid l\u00e4bim\u00f5eldult ja olete selles suhtes \u00f5iglane, aitab see teid positsioneerida hea ja usaldusv\u00e4\u00e4rse juhina.<\/span><\/p>\n

Selgitage oma ootusi selgelt<\/b>\u00a0<\/span><\/h3>\n

See on parim viis tagada, et teie meeskonnaliikmed teavad, mida ja kuidas teha. See on h\u00e4davajalik ka siis, kui soovite neid ootusi hiljem, n\u00e4iteks 1on1-kohtumise ajal, k\u00e4sitleda: kui te ei oleks oma inimestele \u00f6elnud, mida te neilt ootate, ei oleks nad suutnud l\u00e4bi tulla.<\/span><\/p>\n

Ole usaldusv\u00e4\u00e4rne<\/strong><\/h3>\n

Pidage oma lubadustest kinni. Inimesi, kes ei pea oma lubadustest kinni, ei peeta usaldusv\u00e4\u00e4rseks, ei kontoris ega v\u00e4ljaspool kontorit. Kui annate oma meeskonnale lubadusi, pidage meeles, et nad ootavad, et te t\u00e4idate need v\u00f5i v\u00e4hemalt selgitate, miks seda ikkagi ei saa teha.<\/span><\/p>\n

K\u00f5ndige jalgsi\u00a0<\/b><\/h3>\n

Kui te n\u00f5uate meeskonnajuhina rasket t\u00f6\u00f6d, peate n\u00e4itama eeskuju. Mis iganes on teie juhtimisstiil ja t\u00f6\u00f6eetika, peate nende p\u00f5him\u00f5tteid kehastama, kui soovite, et teie t\u00f6\u00f6tajad teid usaldusv\u00e4\u00e4rseks peavad. Inimesed ei suuda usaldada juhti, kes \u00fctleb \u00fcht, kuid tema k\u00e4itumine viitab hoopis muule.<\/span><\/p>\n

Seadke oma meeskonna heaolu prioriteediks<\/b><\/h3>\n

Juhi v\u00f5i juhtivt\u00f6\u00f6tajana on teil suurem m\u00f5ju organisatsioonile tervikuna. Veenduge, et olete alati oma meeskonna nurgas. \u00dctleme, et teie projektimeeskonnas on pingeid, sest teil on tegemist v\u00e4ga raske kliendiga. Teie juht ootab t\u00f5en\u00e4oliselt, et te annaksite projekti \u00f5igeaegselt \u00fcle, isegi kui see t\u00e4hendab, et teie meeskonnaliikmed peavad tegema palju lisatunde. Kui teile tundub, et see on eba\u00f5iglane, ja teil on alternatiivne idee, mis arvestab teie meeskonna rahuloluga, peate seda jagama. Oma inimeste eest seismine toob teile palju usaldust nende poolt. Kui teil on v\u00f5imalus investeerida oma meeskonna heaolusse, tehke seda.<\/span><\/p>\n

Olge oma k\u00e4itumises j\u00e4rjekindel\u00a0<\/b><\/h3>\n

T\u00f5stke k\u00e4si, kui soovite, et teie juht k\u00e4ituks esmasp\u00e4eviti \u00fchtmoodi, kuid teisip\u00e4eviti ilmub ta t\u00e4iesti teistsuguse inimesena? See ei ole suurep\u00e4rane ja kindlasti ei ole see viis, kuidas luua oma t\u00f6\u00f6tajatega usaldusel p\u00f5hinevaid suhteid. J\u00e4rjepidevus teie juhtimises muudab inimesed mugavamaks.<\/span><\/p>\n

\u00c4ra j\u00e4ta inimesi h\u00e4tta<\/b>\u00a0<\/span><\/h3>\n

J\u00e4rgige oma kohustusi. M\u00f5nikord v\u00f5ivad need kohustused tunduda t\u00fchised: \u00fctleme, et kolleeg k\u00fcsis teilt, kas ta saab j\u00e4rgmisel n\u00e4dalal vaba p\u00e4eva v\u00f5tta, ja te unustasite sellele palvele vastata. See ei pruukinud olla teie prioriteet, kuid selle t\u00f6\u00f6taja jaoks on see selgelt oluline. Inimesed ei kipu usaldama juhte, kes \"ainult r\u00e4\u00e4givad\" ja mitte midagi muud.\u00a0<\/span><\/p>\n

Mida saate teha, et meeles pidada v\u00f5etud kohustusi? Tehke m\u00e4rkmeid v\u00f5i seadistage e-posti v\u00f5i Slacki teavituste s\u00fcsteem nt Zapieri kaudu. Saate luua automaatse t\u00f6\u00f6voo, mis dikteerib, et saate Slacki kaudu pingi iga kord, kui keegi taotleb Teamdeckis - ressursihaldustarkvaras - puhkust. Hakka proaktiivseks! Sarnane automatiseerimine v\u00f5iks teavitada teid iga kord, kui keegi registreerib oma t\u00f6\u00f6ajatabelisse m\u00f5ne \u00fcletunnit\u00f6\u00f6 (lugege \u00fcletundide haldamine<\/a>). Seej\u00e4rel saate \u00fchendust v\u00f5tta ja veenduda, kas k\u00f5ik on korras.<\/span><\/p>\n

V\u00e4\u00e4rtustage oma meeskonda<\/strong><\/h3>\n

Sa v\u00f5id olla selle meeskonna eest vastutav juba projekti algusest peale.<\/span><\/p>\n

V\u00f5i siis on teid m\u00e4\u00e4ratud kuskil protsessi keskel. M\u00f5lemal juhul alustage sellega, et kutsute oma meeskonna kokku ja arutate m\u00f5ningaid olulisi asju: projekt, teie ootused, teie protsessid, teie meeskonna ootused ja nende eelistatud protsessid.\u00a0<\/span><\/p>\n

P\u00fc\u00fcdke selle k\u00e4igus rohkem teada saada oma meeskonnaliikmete kohta. Selline algus n\u00e4itab, et te hoolite oma t\u00f6\u00f6tajatest ja et soovite projekti valmis saada, s\u00e4ilitades samal ajal tervisliku \u00f5hkkonna.<\/span><\/p>\n

Andke oma t\u00f6\u00f6tajatele m\u00f5ningane autonoomia\u00a0<\/b><\/h3>\n

Kas soovite oma projektimeeskonnaga usaldust luua? N\u00e4idake neile, et usaldate esimest, andes neile ruumi ja aega iseseisvate otsuste ja tegevuste tegemiseks.<\/span><\/p>\n

V\u00e4ljendada empaatiat<\/b><\/h3>\n

See k\u00e4ib k\u00e4sik\u00e4es oma t\u00f6\u00f6tajate tundma\u00f5ppimisega: kui sa m\u00f5istad, kust nad tulevad, saad olla nende tunnete ja tegude suhtes empaatilisem. Samuti saate oma meeskonnas t\u00f6\u00f6d paremini jaotada, kui teate iga meeskonnaliikme tugevamaid omadusi. Empaatiav\u00f5ime t\u00e4hendab seda, et teil on teistega side ja te olete arvestav: paluge inimestel oma arvamust avaldada, n\u00e4idake omalt poolt rohkem kannatlikkust ja mis k\u00f5ige t\u00e4htsam:<\/span><\/p>\n

Kuulake oma meeskonda\u00a0<\/b><\/h3>\n

V\u00f5tke aega ausateks vestlusteks oma meeskonnaliikmetega. Kohtuge nendega 1on1-kohtumistel, mille k\u00e4igus nad saavad v\u00e4ljendada oma muresid ja esitada k\u00fcsimusi. Harjutage aktiivset kuulamist ka \u00fcldkoosolekute ajal. See praktika aitab teil kasvatada empaatiat, aga ka v\u00f5ita rohkem usaldust.<\/span><\/p>\n

\u00d5ppige v\u00e4\u00e4rtustama iga meeskonnaliiget<\/b>\u00a0<\/span><\/h3>\n

Kui te t\u00f6\u00f6tate oma meeskonnaga rohkem koos ja saate rohkem teada nende t\u00f6\u00f6alastest tulemustest, p\u00fc\u00fcdke leida iga\u00fche puhul unikaalseid ja v\u00e4\u00e4rtuslikke elemente. Arendage tunnustustunnet ja te saate tunnustuse andmisel v\u00f5i tagasiside jagamisel m\u00f5juda autentsemalt ja usaldusv\u00e4\u00e4rsemalt.<\/span><\/p>\n

Ei saa eitada, et usalduse loomine on keeruline ja selle kaotamine v\u00e4ga lihtne. Proovige lisada t\u00e4na loetletud n\u00f5uanded oma juhtimisstiili ja te olete palju l\u00e4hemal usaldusel p\u00f5hineva suhte saavutamisele oma otseste alluvatega. Aja jooksul n\u00e4ete t\u00f5en\u00e4oliselt ka muid sellise l\u00e4henemisviisi eeliseid: teie meeskonnaliikmed suhtlevad avatumalt ja panustavad oma ideedega. L\u00f5puks v\u00f5ib teie tegevus otseselt m\u00f5jutada ka teie ettev\u00f5tte kasumit, sest k\u00f5rge usalduse tasemega ettev\u00f5tted on suurema t\u00f5en\u00e4osusega k\u00f5rge tuluga kui madala usaldusega organisatsioonid<\/a>. Palju \u00f5nne!<\/span><\/p>\n\n\t\t<\/div>\n\t<\/div>\n<\/div><\/div><\/div><\/div>

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Kas soovite parandada meeskonnat\u00f6\u00f6 koost\u00f6\u00f6d ja luua usaldust juhina?<\/h2>\n

<\/h3>\n\n\t\t<\/div>\n\t<\/div>\nHankige 30-p\u00e4evane TASUTA prooviperiood<\/a>
<\/span><\/div>\n<\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"Usaldus on t\u00f6\u00f6tajate ja nende juhtide vaheliste positiivsete suhete alus. Veelgi enam, see v\u00e4ljendub otseselt meeskonnaliikmete t\u00f6\u00f6ga rahulolus. Riikliku t\u00f6\u00f6tajate kogemuste uuringu kohaselt lahkuksid 74% t\u00f6\u00f6tajatest organisatsioonist...","protected":false},"author":6,"featured_media":8631,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[29],"tags":[],"class_list":["post-5792","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-team-happiness"],"yoast_head":"\nHow to Build Trust in Team When Working on a Project - Teamdeck<\/title>\n<meta name=\"description\" content=\"Whether you're a project manager or a team leader, you want to build trust with your team in order to get the best results. 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