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MPW內(nèi)部網(wǎng)絡是一個在線社區(qū)，商界內(nèi)外最有影響力的人士將在此及時回答關于職業(yè)與領導力的問題。今天我們的問題是：“新官上任后怎樣和下屬建立信任？”以下是咨詢公司Perry Yeatman Global Partners首席執(zhí)行官佩芮·伊特曼的回答。

30多年來，我當“新老板”的次數(shù)已經(jīng)數(shù)不勝數(shù)。每一次，和新團隊建立積極的工作關系都是順利完成工作的早期關鍵步驟。建立深度信任和忠誠是一個長期過程。但在起步階段，大家可以采取一些提速措施。以下是新官上任后必須做到的三點：

聆聽和學習

在感覺你在認真傾聽之前，沒有人愿意信任你、尊重你或者聽你說話。同時，他們每個人可能都會跟你分享一些有價值的東西。因此，每次履新后，我都會和直屬下級逐一坐下來談談，隨后還會跟整個團隊進行交流，以了解他們認為哪些方法可行，如果當了負責人他們會做出哪些調(diào)整，制止哪些事情以及他們會從哪里著手。

探討此類問題將有助于你了解下屬的想法、感受、期望和擔心。掌握了這些信息，你的處境就會大為改善。這是關鍵一步，由此你可以決定應該做出哪些調(diào)整，而且會知道自己的團隊（每位成員以及整個團隊）對這樣的調(diào)整將作何反應。

開放而透明

如果覺得不了解你，或者不知道你來自于何處，人們就無法信任你。因此，要向他們做一些自我介紹，從而讓對方愿意告訴你他們的想法。我經(jīng)常會談到自己的背景、以前的成就（有時會說到失?。⑦x擇這份工作的原因以及我對團隊的期望等等。如果機會合適，我可能還會說出自己的初步想法，內(nèi)容是我對團隊工作的展望和靈感。

可能的話，我會在家里召開第一次重大團隊會議，并（在丈夫的幫助下）親自為大家服務，目的是創(chuàng)造一種私下的、非正式氛圍。我的目的是讓大家對未來感到興奮，就算有跡象表明隨后會出現(xiàn)變化和挑戰(zhàn)。如果我利用搜集來的信息恰當?shù)亟M織起了對話，他們就會更積極而非心有戚戚地從那些最初的交流中走出來，并會在獲得足夠信息的情況下開始獨立地評估自己可能有哪些地方跟新團隊匹配（或者沒有相配之處）。

共同實現(xiàn)初步成功

如果可以，每個人都會有一些打算改變的東西。因此，建立了融洽的工作氛圍后，就要在他們想做出的改變和你認為團隊需要前進的方向之間找到契合點，然后使之成為現(xiàn)實。這個契合點可大可小，可以是個人的，也可以是整個團隊的。要點在于你聽取了意見，采取了行動并促成了一些積極的變化，而且沒有你他們就做不到這一點。

財富管理機構Northern Trust的一位高管最近給我講述了她是如何跟第一個銷售團隊建立了互信，盡管她沒有任何銷售經(jīng)驗。她的初步成功是讓大家都拿到了筆記本電腦，這樣他們就可以在客戶面前獲得需要的信息，還可以在路途中工作。你的初步成功可以是流程的調(diào)整、一種新做法或者實實在在的東西，比如免費咖啡或新電腦。給下屬帶來“初步成功”有助于快速積累信任。如果你和他們一起取得成功，就可以建立自己能夠依賴的基礎，甚至是在出現(xiàn)困難之際——困難是不可避免的。

除此以外，你獲得的信任和忠誠當然最終取決于你每天的言行。但就算你的任務真的是改善局勢而且你知道有些人必須得離開，你也會發(fā)現(xiàn)上述三個簡單步驟確實能幫你邁出正確的一步。（財富中文網(wǎng)）

譯者：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.