怎样获得下属信任，就算你必须让一些人离开

MPW内部网络是一个在线社区，商界内外最有影响力的人士将在此及时回答关于职业与领导力的问题。今天我们的问题是：“新官上任后怎样和下属建立信任？”以下是咨询公司Perry Yeatman Global Partners首席执行官佩芮·伊特曼的回答。

30多年来，我当“新老板”的次数已经数不胜数。每一次，和新团队建立积极的工作关系都是顺利完成工作的早期关键步骤。建立深度信任和忠诚是一个长期过程。但在起步阶段，大家可以采取一些提速措施。以下是新官上任后必须做到的三点：

聆听和学习

在感觉你在认真倾听之前，没有人愿意信任你、尊重你或者听你说话。同时，他们每个人可能都会跟你分享一些有价值的东西。因此，每次履新后，我都会和直属下级逐一坐下来谈谈，随后还会跟整个团队进行交流，以了解他们认为哪些方法可行，如果当了负责人他们会做出哪些调整，制止哪些事情以及他们会从哪里着手。

探讨此类问题将有助于你了解下属的想法、感受、期望和担心。掌握了这些信息，你的处境就会大为改善。这是关键一步，由此你可以决定应该做出哪些调整，而且会知道自己的团队（每位成员以及整个团队）对这样的调整将作何反应。

开放而透明

如果觉得不了解你，或者不知道你来自于何处，人们就无法信任你。因此，要向他们做一些自我介绍，从而让对方愿意告诉你他们的想法。我经常会谈到自己的背景、以前的成就（有时会说到失败）、选择这份工作的原因以及我对团队的期望等等。如果机会合适，我可能还会说出自己的初步想法，内容是我对团队工作的展望和灵感。

可能的话，我会在家里召开第一次重大团队会议，并（在丈夫的帮助下）亲自为大家服务，目的是创造一种私下的、非正式氛围。我的目的是让大家对未来感到兴奋，就算有迹象表明随后会出现变化和挑战。如果我利用搜集来的信息恰当地组织起了对话，他们就会更积极而非心有戚戚地从那些最初的交流中走出来，并会在获得足够信息的情况下开始独立地评估自己可能有哪些地方跟新团队匹配（或者没有相配之处）。

共同实现初步成功

如果可以，每个人都会有一些打算改变的东西。因此，建立了融洽的工作氛围后，就要在他们想做出的改变和你认为团队需要前进的方向之间找到契合点，然后使之成为现实。这个契合点可大可小，可以是个人的，也可以是整个团队的。要点在于你听取了意见，采取了行动并促成了一些积极的变化，而且没有你他们就做不到这一点。

财富管理机构Northern Trust的一位高管最近给我讲述了她是如何跟第一个销售团队建立了互信，尽管她没有任何销售经验。她的初步成功是让大家都拿到了笔记本电脑，这样他们就可以在客户面前获得需要的信息，还可以在路途中工作。你的初步成功可以是流程的调整、一种新做法或者实实在在的东西，比如免费咖啡或新电脑。给下属带来“初步成功”有助于快速积累信任。如果你和他们一起取得成功，就可以建立自己能够依赖的基础，甚至是在出现困难之际——困难是不可避免的。

除此以外，你获得的信任和忠诚当然最终取决于你每天的言行。但就算你的任务真的是改善局势而且你知道有些人必须得离开，你也会发现上述三个简单步骤确实能帮你迈出正确的一步。（财富中文网）

译者：Charlie

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for, “How do you build trust with employees when you're the new boss?” is written by Perry Yeatman, founder of Your Career, Your Terms and CEO of Perry Yeatman Global Partners.

I’ve been the “new boss” more times than I can count in the past 30-plus years. And each time, building a positive working relationship with my new team has been a critical early step to getting things done. Building deep trust and loyalty is a long-term process. But, there are some things you can do to speed things along in the early days. Here are my three “must-dos” when you’re the new boss:

Listen and learn

No one will trust, respect, or listen to you until they first feel they’ve been heard. And, they each likely have something valuable to share. So whenever I start a new job, I sit down with each of my direct reports one-on-one—and later with the team as a whole—to find out what they think is working, what they’d change if they were in charge, what things they’d stop, and what things they’d start.

Probing questions like these will help you learn what your employees think and how they feel, what they hope for, and what they fear. With this information, you’ll have a much better lay of the land, which is key to both deciding what changes should be made and to understanding how the team (individually and collectively) will react to those changes.

Be open and transparent

Since people can’t trust you if they don’t feel they know you or understand where you’re coming from, share a bit about yourself with them in exchange for their willingness to share their thoughts with you. I often talk about my background, my prior successes (and sometimes my failures), my reasons for taking the job, my hopes for the team, etc. If it seems appropriate, I may also share my early thinking about my vision or aspirations for what we can do together.

When possible, I’ll host the first big team meeting at my home and do the serving myself (with my husband’s help) in order to create a personal and informal atmosphere. My goal is to get them excited about the future, even while foreshadowing that there will be changes and challenges ahead. If I’ve framed the discussions properly, using the insights gleaned, they will walk away from these early talks more motivated than scared, and with enough information to begin to independently assess their likely fit (or lack of fit) within the new team.

Deliver an early win together

Every person has something they’d like to change if they could. So, once you’ve established a working rapport, find the thing that they want changed and that is consistent with where you think the team needs to go, and make that happen. It can be big or small. It can be individual or collective. The point is that you’ve listened, taken action, and made something positive happen for them that they couldn’t do without you.

A Northern Trust executive recently shared a story about how she bonded with her first sales team, even though she had no sales experience. Her early win: getting them all laptop computers so that they had the information they needed when in front of clients and could work on the road. Your early win could be a process change, a new practice, or a physical thing—like providing free coffee or new computers. Delivering “early wins” for your people helps put credit in the trust bank fast. And if you do it together, it creates a foundation you can rely on, even when the tough stuff comes—as it inevitably will.

Beyond this, of course what you say and do every day will ultimately determine how great the trust and loyalty you earn. But, even if you’ve been brought in to really change things up and you know some people will have to go, I’ve found this simple, three-step approach really helps get you off on the right foot.