Fostering a sense of team, Part II

This is Part II of a 3-part series on Fostering a sense of team (see also Part I and Part III). Let's get into some of the tips:

1. Trust: I mentioned this in Part I. Before you can build a team, your own people need to know they can trust you. This is not something they’ll believe by hearing you say the words “you can trust me”. They’ll be able to tell if you have their best interests in mind. They’ll know by your actions, your words, and your expressions. Ask yourself – do you have your team members’ best interests in mind? If you do, do they think so?
2. Respect: It's hard to respect a boss when the boss doesn't respect the team. Do you show respect to your folks? Do you respect their ideas, thoughts, and feelings? If not, the only team that may develop is your people banding into a group AGAINST YOU.
3. Model: Are you a team player with other managers and leaders in your organization? If not, your own people will see that.
4. Empower: While you, as the manager, can develop an atmosphere where the sense of team can grow, you can’t foster a sense of team with a group of people who are just compliant (only doing what they’re told). In a team environment, your people are committed, not compliant. They have ownership in their work lives. You, as their boss, value their thoughts and opinions. You know there’s more than one way to skin a cat and you let your people be involved in the team’s successes as well as in the solutions to its problems.

In my next post: Fostering a sense of team, Part III, I'll share the rest of my tips with you.