#383: Work from Anywhere? Trust is a Real Beach
Is it really any different today building trust with remote teams?
During one of my first interviews for an outside sales position, the hiring manager stressed that he didn’t care if I wrote orders from the beach as long as I got the orders.
Let me clear up a few terms in that sentence for some of my younger readers:
Outside Sales vs. Inside Sales
Back in the day (phew, I am using that term), the outside sales department was the group that didn’t work from the office. This group flew or drove around their territories, met customers in person, at their offices, or trade shows, and took them to lunch (or golf).
The inside sales department worked in the office with a headset, making all their contacts over the phone so the managers could see them and see if they were working.
We compare that with today, where no one works from the office, which could be somewhat confusing.
From the beach
Yeah, right. Did the manager care if I was on the beach or not? It was a BS line hiring managers often used. Even though they stressed independence and productivity, managers didn’t trust that you were working. Detailed activity reports may have been required, with business cards stapled for proof. Or, there would be a phone call at 3 p.m. on Friday afternoon to see if you were still on the road. I once had a manager call me, knowing I was supposed to be driving towards a planned meeting. He proceeded to ask me what exit I was near on the expressway. I didn’t take the bait and asked him what recommendations he would have for lunch since it was his old territory - he couldn’t answer.
Trust has always been a problem in the workplace, and it is no different now with hybrid or remote workers.
The simple formula to build trust
My first sentence has the answer.
Did the salesperson write new business or not? Have they met or exceeded their objective for the week, month, or quarter?
Unfortunately, trust is something that has to be earned or maintained. I’ve written my metaphor about trust being like water in a swimming pool. For my new readers, here is a quick review:
Trust and respect are like a swimming pool. When we meet someone for the first time, some leaders, like I do, believe that their pool is filled to the top with water. Then, in each instance of someone doing something negative, a hole is punched in the side of the pool. The leaks start at the top and then go down to the bottom. Each puncture creates a lower level of trust as the water finds its new level.
Too many leaders start with an empty pool and only pour water in when the employee delivers repeatedly. Unfortunately, filling that pool and earning this person's trust takes a long time.
If you want to dive into that article, it was called 13 Behaviors to Build Trust.
I can’t change the type of leader you are, starting with or without trust, as this article focuses on how to maintain or grow that trust. Whether water is leaking out or being poured in is up to you. However, you need a methodology to add or maintain that water level!
The secret to this is to build objectives, goals, and expected outcomes in every job and position within the organization. You hired these people for a specific purpose. What is it, and how do you measure it? Will you feel comfortable with the employee if they meet or exceed that specific objective?
If a team member misses a date, you may punch a hole in the pool. You may add a bucket of water if they go above and beyond the agreed-upon requirements. Where does the water come from if you can’t measure a job? The measurable goals and objectives become your H2O!
What is the ONE thing YOU need to have trust in someone?
Yes, I am asking you this question. What is the first word that comes to mind when you think about what is needed to trust someone new? Do you need proof? If so, what does someone have to do for you to trust them? Many words come to mind, but my first one is reliability. Then, honesty, predictability, and integrity follow. But if someone isn’t reliable, it becomes hard to trust them.
How do you measure reliability?
By output.
By consistency.
As the leader, it’s your job to develop the criteria for measuring someone’s reliability. When that person is deemed reliable, more people will trust them.
Ask yourself this question, and answer it honestly.
Would you care if your team was in Tahiti on the beach while you were stuck behind your computer in the office as long as they met their goals and objectives?
How do you measure the performance of a leader?
By the reliable, consistent, and predictable output of the team.
"Results are the only indication of true ability." - Author unknown