How can you build trust with team members after power imbalances?

My firsthand encounter with power imbalances in our strata schemes exposes the manipulation through fear and intimidation. Abusers erroneously link silence to respect, fostering a toxic culture. True leadership shapes a culture; if a team hesitates to speak honestly, a disconnect arises. In my strata scheme and others, transformation hinges on inclusion, open communication, and a willingness to embrace constructive criticism. Breaking the silence is pivotal to cultivating a culture grounded in authentic respect and collaboration. Ultimately, genuine integrity, empathy, and a desire to understand earn true respect; everything else is a masquerade.

Coming from a highly masculine and patriachal community, with a lot of emphasis on "respect for authority" power imbalance is something that I have become accustomed to. However, reiterating that respect for other peoples opinions and contributions is paramount, and creating a space where people can be authentic and free to air their grievances have helped to resolve any issues that arise as a result of power imbalances. Also, emphasizing servant leadership and humility, brings a sense of responsibility on the powerful to model behavior that creates a culture of belonging, and increasing openness needed to address any arising issues. Finally, putting in place measures to avoid misuse of power and repairing those mistakes is crucial.

We need to heal, restore the relationship, find common ground. Once the imbalance has occurred the need to recalibrate is required. Personality clashes, past experiences and individuals holding onto unresolved matters works against the progress. The team needs to vibe and click because the individuals that make up the team have clarity of their roles, they know how one lifts the other when called upon. Invite openness and connection. Profile the power of purpose and values being aligned and if not aligned be honest with each other as some teams are momentary and are not meant to last forever but for a moment in time they were needed!

Bringing unconscious bias and power imbalance to the conscious mind is an important step in addressing the power gap and building trust in the team. By acknowledging that they exist, with specific real-life examples, future interactions can contain more self awareness and understanding. Naming the imbalance is an important first step.

To build trust in a team as a leader you should have to trust yourself first and trust your employees And therefore it's easy to maintain trust, and as leader you should choose democratic leadership style where you involve your subordinate in decisions making as part of recognization you would realised fully trust in team

Huge topic: There is a subjective motivation that stays consistent and doesn't want to change. Firstly, if the motivation to work is only money (without any commitment to the topic of the work), that leads to complications. Second, gaining power without any previous experience leads to a power imbalance. The person who is in a leading position has no idea what to do, how it works, or what their duties are, and leaves the work for the other more experienced co-workers. But they have their responsibilities and have no time to solve a leader's duties. That's the problem of hardened system structure. If that person has no empathy but has influence or friendship relations in the highest positions, that person stays protected and causes damage.

⚖️ Navigating Power Dynamics: Building Trust 🤝 I've worked with organizations from local student associations to national banks to the United Nations. In each and every case, acknowledging the inevitability of power imbalances is the first step. Embrace the natural hierarchy inherent in the systems but transform imbalances into opportunities for growth. Building trust requires creating an environment where challenging that power structure is encouraged. Foster vulnerability, invite criticism, and actively involve team members in decision-making. By empowering all levels of the structure and embracing collaboration, organizations can turn power imbalances into catalysts for collective success.

A first practice to address the issue of power disparity within a team may involve organizing regular meetings where leaders meet individually with all team members. These meetings provide a safe space where employees can openly express their concerns, share ideas, and provide feedback. If the leader's attitude is right (which doesn't always happen) and maintains active and receptive listening, it will help empower team members, making them feel valued and integrated into the decision-making process. Well-executed, this practice helps foster a collaborative environment and strengthens trust within the team.

Addressing power imbalances is crucial for fostering a collaborative environment. As an expert, I've seen that transparency in acknowledging imbalances often leads to a more engaged team. Inviting feedback not only empowers team members but also provides leaders with diverse perspectives that can enhance decision-making and foster innovation. This approach demonstrates a commitment to equity and inclusivity, which are foundational to building trust and a positive organizational culture.

Stop carrying your chair around. It's close to "only" one third of 24 hours. (at an average of 8 hours of work day). You as a human being still exist during that and (if not) certainly beyond that.

I truly believe that sharing power and responsibility through delegation is a game-changer for team engagement. When people feel involved in decisions and see their contributions matter, it makes them feel valued and invested. Trust also blossoms as you entrust them with responsibility, and they trust you in return. Back in school, leaders led their class with a single assistant being the backbone of decisions. However, I took a different route. I built a mini-government structure, where anyone could actively participate and lead different parts of the class activities. This boosted class participation and even got us named "best class" that year! It proved that sharing power and responsibility truly fuels trust and unlocks amazing results.

A genuine leader who believes in his/her team will always empower the team members to take ownership of their tasks, goals and recognizes their efforts and at the same time takes accountability of their career growth. Enthusiasm and curiosity goes side by side which keeps up the energy of team members. Hence, it is important to encourage the team to contribute ideas, Question decisions, share opinions and perspective.

Though the ultimate power to make the decision is with me but, the as a team leader I should release that the decision is not based on my prospective it's completed depends on each and every team members contribution and dedication only. If there is no good relationship between the leader and the member then it cannot make a game changer decisions and not able to produce ultimate results. As a team leader we should not show off our power to the team members. We should make a good relationship between the team members like asking them to give suggestions on the project and should give equal opportunity to all the members to present their point of view and decisions should be taken on the basis of equal discussion.

Actively involve team members in decision-making processes and delegate responsibilities based on individual strengths. This not only redistributes power but also empowers team members to take ownership of their work

Sharing power and responsibility is a shared learning experience. For a team leader, delegating decision-making authority is a challenge. Delegating doesn't just mean passing on responsibility, but also monitoring, being available for debate and opening the way for members' knowledge. Active and curious listening is also essential for an inclusive and productive team environment.

A common mistake in leadership is the failure of the leader to fulfill their "trust promises" to their team. This can happen for various reasons: because the leader has been forced to make such promises by superiors, due to trends, to improve their image, because the leader has fears or insecurities, or due to a desire for protagonism. As is logical, when this happens, the damage is significant. From that moment on, distrust will also occur in reverse: team members will stop believing in the leaders and will view each new solution from them with suspicion in the future. The leader's image can be severely tarnished. For this reason, it only makes sense to delegate trust to others if we are genuinely prepared to do so.

Actively involve team members in decision-making processes. This can help restore a sense of control and inclusion. Encourage input on important matters, and demonstrate that their opinions matter.

É importante lembrar que um bom líder não faz tudo sozinho. Ele entende que as equipes não são apenas departamentos ou grupos de negócios. São um grupo de pessoas comprometidas com um propósito comum, metas de desempenho e são mutuamente responsáveis e engajados.

Demonstrate empathy by understanding and acknowledging the challenges that team members may be facing. Actively listen to their concerns, validate their experiences, and show genuine compassion in your interactions. Regularly express appreciation for the efforts and contributions of each team member. Recognize and celebrate achievements, both big and small, to reinforce a positive and supportive team culture.

One of the most important traits in a good leader is showing vulnerability. Sharing examples of your own knowledge gaps, your failures, learning experiences etc. demonstrates your trust in those you're will to share with. And trust is two way. By showing your vulnerability you make yourself approachable, you show empathy and role model.

Empathy and appreciation are the results of actually CARING and CONNECTING to team members. It takes skill to manage multiple responsibilities and demands, and being able to dedicate quality time to the interactions with the team. To be 100% present and attentive to verbal and non-verbal communication.

"Honestly, I have doubts about whether empathy can be intentionally worked on in a meaningful way. What do you think? What I am much more sure of is that empathic ability is an absolutely necessary quality in the business of the 21st century."

I have seen the power of empathy and vulnerability. When you open up to others, you become more like each other. You look at each other more as humans it gives you a stronger relationship when you do that it’s easier to work through challenges.

Ser empático demanda um autoconhecimento intenso dos atores que participam da conversa. Ter uma escuta ativa e cuidadosa, evitando julgamentos e abrindo espaço para o acolhimento é a melhor forma, na minha opinião, para conseguir seguir conversas profundas e, muitas vezes, dolorosas. Um feedback sincero é um resultado dessa etapa, mas não necessariamente um comentário positivo. Vale ressaltar que a maturidade emocional para lidar com situações complexas demanda energia e cuidado.

I have seen the power of empathy and vulnerability. When you open up to others, you become more like each other. You look at each other more as humans it gives you a stronger relationship when you do that it’s easier to work through challenges.

Foster open and transparent communication. Be honest about past issues, changes, and plans for the future. Transparency builds credibility and helps team members understand the steps being taken to address power imbalances.

In this section, I believe it is very important to talk about the need to express vulnerability and the leader's role in making themselves vulnerable and also opening space for their team to also feel open in bringing up sensitive issues that may be generating this imbalance.

Empathy is complex and inconsistently defined in research. So, one person's perspective of empathy may not be empathy at all to another team member. Building a team culture where there's a mutual commitment to caring by and for all team members often leads to psychological safety within the team. This safety can breed expressions of vulnerability that may lead to increased trust among team members. I would argue that these factors breed an appreciation for and acknowledgment of individual team members' strengths. Moreover, it should enable a container that allows all to give and receive constructive feedback, feel comfortable acknowledging challenges, and find collective joy in celebrating successes. Empathy will grow from this.

Conflict resolution through clarity of roles, responsibilities and the sheer nature of how psychological impact either builds or breaks down team motivation, collaboration and therefore productivity cannot be overemphasized. Knowing that a conflict can be resolved and even dissolved is an important foundation to establish trust in a process of learning together to make changes. I've seen what at first appeared to be unattainable and difficult turn into the the strongest, most trusting relationship. Invest in facing the deeper issues underlying the surface problem, especially when it comes to people issues. It will always pay off and colleagues learn by doing with the help of an advisor skilled in bridging the awareness gap between people.

Addressing conflict is seldom easy, especially when a leader finds themselves embroiled in the midst of it. But stepping back and viewing the situation from a wider perspective becomes essential. This requires objectivity, impartiality, and a commitment to fairness, aiming for an outcome that serves the greater good. Acknowledging your own mistakes, even as a leader, is not a sign of weakness, but a demonstration of strength and vulnerability. This empowers others to follow suit. Effective leaders recognize that conflict is inevitable, but through composure, self-reflection, and a dedication to fair resolution, they can transform conflicts and mistakes into catalysts for growth and positive change.

Understanding the reason for an mistakes is essential to be able to create strategies that help prevent them from occurring again or having a serious impact. Therefore, it is important to know the team in every aspect and let them know that they have support and are not alone. As the leader of a team, we are obliged to assume the mistakes of our team and exalt the triumphs in a particular way. This makes mistakes stop being seen as something very bad and, on the contrary, one can learn from them without fear.

Navigating conflicts and mistakes is never easy, particularly when you or your team need to acknowledge a mistake or address a conflict. However, given that so many avoid apologising (which is a mistake fuelled by pride and shame), when you are sincere in acknowledging your responsibility, give and accept apologies when they are due (and move on, don’t cling to it), and make corrections, it sets you apart. It also creates an environment where there is support and resilience, instead of naming and blaming. That makes your team more confident and builds stronger relationships within and beyond the team.

Take responsibility for past mistakes or decisions that contributed to power imbalances. Demonstrating accountability shows that you are committed to making positive changes and learning from past experiences.

Reconhecer os próprios erros é uma qualidade essencial de um líder forte e autêntico. Isso não apenas demonstra humildade, mas também cria um ambiente onde a vulnerabilidade é vista como uma força. Ao admitir falhas, os líderes capacitam seus colaboradores a fazerem o mesmo, promovendo uma cultura de aprendizado contínuo e melhoria. Em suma, o verdadeiro desafio não está na ausência de conflitos, mas sim na habilidade do líder em gerenciá-los com maturidade, respeito e uma visão orientada para o futuro. Ao enfrentar os conflitos de maneira construtiva, os líderes contribuem significativamente para o desenvolvimento e sucesso duradouro de sua equipe e organização.

Absolutely agree with these pointers! In this context, I vividly remember a quote that has always resonated with me- 'a good leader creates more leaders' . By empowering those on our team to find their true potential, we'd inevitably be diminishing the power imbalance, thus building trust and fostering a healthy, thriving work environment😃

Building strong interpersonal relationships can help bridge gaps created by power imbalances. Provide training on inclusive leadership to all team members, emphasizing the importance of fairness, respect, and diversity. This can create a shared understanding of the values that guide the team.

It’s unclear to me how to address power imbalance in authentic and caring relationships. Or why restoration is needed after a shift or imbalance happens. Practicing candor would invite current expression and if you roll with openness and an existing trustworthy basis there would be no breech of trust. Most historic leaders who act with sincerity and honesty inspire trust in their behavior. However some don’t care about trust because they offer consequences for noncompliance. For whatever reason people are inspired by these shows of strength. However power isn't a matter of trust, power is simply capability. Trust is built on integrity that is to say matching behavior with mission and a spoken vision.

Getting to know our work team goes far beyond knowing their name and profession. Knowing their tastes, their motivations, their frustrations makes the construction processes have greater belonging and the work stops being an obligation. When our team knows that we care, their efforts are usually more focused on the collective interests of the work team. For this reason, it is advisable to have a close relationship with our team, without entering into personal conflicts in which it is difficult to differentiate friendship from work. However, we work with people and not machines.

Leaders should consider what role they might have played in facilitating the imbalance on the team. It could be actions that lead to perceived favoritism that emboldens certain employees; it could be the culture that the leader has let grow has toxic elements that need addressing, or something else altogether. Often, these imbalances are not *just* related to the interpersonal dynamics of team members; it is something larger that needs a closer look. As a leader, our job is to ask better questions as we explore the problem. We may find that something bigger is hindering performance, and this noted imbalance is merely a symptom of that bigger issue.

As a NGO board director, I consider it important to create a safe space for staff members to raise their concerns and try to seek a win-win solution for the NGO. It means that the director may need to get directly involved to handhold the NGO for some time until trust is built.

Creating a safe environment that fosters open and honest dialogue is a crucial step in rebuilding trust after power imbalances. This approach allows team members to express their thoughts and concerns freely, which can lead to mutual understanding and respect. It’s important to remember that this process takes time and patience, but the effort invested in nurturing such an environment can significantly enhance team dynamics and productivity.

Adapt an ever long learning mindset. If/when there are power imbalances, having a growth and learning mindset will focus the conversation on solutions rather than a blame game.

Keep encouraging the subordinates and those with less experience, take every opportunity to emphasize their contributions and give them gentle yet firm and timely feedback when they can do better. Sometimes no matter what you do those with less influence or credentials or seniority may still feel intimidated - so keep praising their achievements and efforts, this always goes a long way in motivating them. When you have high status in the organization it is easy to stay in your "ivory tower" and show disdain or abuse those with leser status. Make an awareness effort to not slide onto that comfy trap! Be objective and acknowledge contributions from everyone, take the time to listen to them and address their concerns. Always keep an open ear!

Trust is built with actions. If our leadership is not faithful to what we tell our team, it will be very difficult for them to trust us and our processes. While it is true that there may be many theoretical tools to generate trust, it all starts from the type of people we are in our daily lives. We must remember that being fair is not the same as being equitable and that it is best to be impartial when making decisions, always assuming that it is the best decision for everyone and facing the good and bad consequences that this brings.

Sometimes entrenched power imbalances require the creation of alternative communication channels in order to restore trust, build psychological safety, and ensure that those who are most effective have a place to safely speak out. For example, we support clients with anonymous reporting channels that all them to meet employees where they are today and work on building up high-trust environments. You can't command away power imbalances, you have to earn that trust.

Sabemos que não existe um perfil ideal de líder. De Mahatma Gandhi a Hitler, muitos líderes tinham caracteristicas marcantes. Mas estamos falando de lideres de organizações , daquele cuja ações atinjam as pessoas fazendo com que consigam resultados efetivos e duradouros, obtendo o máximo de benefícios para todos da organização.