How to build a culture of trust and get things done from your remote team

June 1, 2021

                                                                           Are they working?

                                                                            Too much work?

                                                                             Too less work?



An article on the BBC talks about eroding trust between colleagues owing to remote working.

https://www.bbc.com/worklife/article/20210315-why-remote-work-has-eroded-trust-among-colleagues



Teamwork, co-operation, and coordination are essential for productive outcomes. However, apart from processes and workflow maps, human emotional factors are key to achieve outcomes. Trust is the central factor amongst others such as a sense of fairness, empathy, and empowerment.



                So what are we doing at All in Motion to get things done


Give respect to get trust


Having created the best process to hire the right personality match and skill set, an organization must nurture an environment of trust between the team and the managers.


As simple it may sound but this might be the single most important factor.


At AIM each individual must be treated with respect and seriousness. This forms the basis of building a trust-based work environment. Ultimately trust builds the emotional bandwidth within any relation to move ahead positively in the face of adversities.


Timelines are realistic and consensus-based


There is never an email that says get this done by 3 pm. Tools give us great visibility and we know who is doing what - there is a transparent work board in place.


Before an email, we place a quick group call between all internal stakeholders explaining the nature of the job at hand along with timelines. Conversations make it easier for the team member to give honest and open feedback.


Lead by example

Those who expect work from others are expected to deliver first. Delegation is encouraged, passing the buck…well no.


Failure is not equal to insincerity


Systems and processes allow us alerts fairly in advance. We have designed our workflow to anticipate delays in advance. While this allows us to inform the client in advance and figure ways of avoiding a delay, sometimes problems are inevitable.


When a team member is unable to deliver we do not see that as evidence of ill intention. The first reaction to any impediment is to seek learning opportunities followed by improvement over blame.

Creating a positive environment

We keep our team informed, empower them to speak, express, take decisions. We ensure an environment where people are not mentally checked out.

Gallup has an interesting study of this phenomenon. It was discovered that 7 out of 10 in the workforce had mentally checked out. Even though they were physically present in the office, their hearts and aspirations were somewhere else. This comes at a tremendous cost, estimates are astronomical - 550 billion dollars of waste. https://www.entrepreneur.com/article/227418

This comes at a tremendous cost, estimates are astronomical - 550 billion dollars of waste.


Ultimately one has to create a culture that responds to positivity. Encourage positive behaviour by rewarding what is right. It is equally important to weed out what is wrong. Abuse should not be tolerated for trust to flourish.


People respond to positive stimulus and often this is not monetary. Humans value empowerment, empathy, and emotional respect way above money.

Thanks to the above we at All in Motion have a team that does some great stuff you can check out here - https://www.allinmotion.com/portfolio