How do you build a trusting team when the team you inherited is dysfunctional and staff feel they are not valued?
Thank you for asking this question – by asking, I know you want to change the culture of your team.
When I first started as a manager, I found myself in a similar situation. Coming from teams where I was used to working informally and closely, this new team was a big change to my work environment. Depending on how long you’ve been in your current role, and what steps you’ve already taken, you can pick and choose from the ideas below.
I would first begin by making sure you’ve taken time to observe your location and the way in which this team interacts. Because you feel that the dynamic is currently dysfunctional and that morale is low, it sounds like you’ve had the chance to do some observing. Can you set aside any further time to look for patterns and talk to your team, both individually and as a group? Balancing what you say and see with what your team tells you can be an integral part in championing morale, efficiency, and bonding.
Once you feel that you’ve spent enough time observing the way in which this team is currently working, begin to refine different processes or set new standards for how communication, working together, and so on, should proceed. This change will start with you: make sure you’re actively modeling the behavior you expect from your team so that they both see what it looks like and are confident that you’re committed to this new shift in culture. You should also find opportunities to visibly include any ideas for communication and collaboration that they bring to the table, and give them credit for suggesting such fabulous ideas in the first place.
When it comes to feeling valued, feedback is key! This is true regardless of the form in which it manifests. I’m a big believer in a hand-written thank you note, and many great leaders have mentioned notes as a key component to their culture shift. I’ve also tried to change the way I offer verbal thanks or requested feedback. If something is helpful, don’t just say thank you: talk about the impact. If you think something is great, don’t just say that, talk about what makes it great!
For example, one of my staff members wrote a draft email to send to publishers and asked me to proofread it because she thinks she’s not a good writer. I read it, and it was wonderful! She succinctly mentions her personal connection to the work and reasoning for the request, which I thought made it compelling. So rather than saying, “This is great!”, I said, “This is great! You mentioned your personal connection and the reason for this request, which makes a very good case.” It recognizes her request for feedback, but gets into the specifics. You can use this framing for thank you notes too!
Keep reminding staff of the bigger picture, and take opportunities to celebrate them as not only staff members, but people. My team and I love to go to karaoke after work and we make a point to go about every other month. This type of big-scale event is a chance for everyone to bond and for you to show that you can have fun, too.
Culture change and increased morale isn’t something that you’ll see overnight: it takes time! Even when you do start to see changes, your job isn’t done. Continue to check in with your staff, take the temperature of unfolding situations, and do your best to keep pushing them to grow and develop into the cohesive, passionate team everyone will be dying to be a part of.
Lex Abenshon, Library Manager, New York Public Library
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