Shape of "Trust" - Pt 3: Roads - When Teams Lack Trust

Multiple part essay on my observations and notes on how Technical Program Managers deal with and can foster a strong healthy culture of trust.

Trust is essential for effective teamwork. It requires an agreement, or covenant, between teams. This agreement includes:

1. Collaborative Problem-Solving: The teams work together to resolve differences and focus on a common objective.

2. Honesty and Respect: When faced with a dilemma, the teams rely on truthful and respectful communication to make sound decisions.

3. Mutual Support: If one team lacks something, the other team steps in to provide support.

4. Open Communication: Team leaders communicate openly to avoid misunderstandings and address any issues that arise.

5. Expertise and Respect: Both teams acknowledge and respect the expertise of each other.

However, the real world is far from ideal, and trust can be eroded slowly over time, rather than being lost in one dramatic event. As Technical Program Managers, we need to be aware of these subtle signs of trust breaking down so that we can address them early on.

There are several factors that can undermine trust between teams:

1. Ego: When individuals or leaders have inflated egos, meetings become confrontational, and rational decision-making is replaced with finger-pointing and the desire to defeat others. Communication suffers, leading to more misunderstandings.

2. Politics: In organizations rife with corporate politics, teams may prioritize pleasing their leaders over achieving common objectives. Resource sharing becomes a competition, and individuals focus on self-importance rather than outcomes and objectives. Team leaders may excel at managing up but struggle to manage their own teams.

3. Incompetence: When teams or team members consistently fail to deliver, their expertise is questioned, and they may be seen as dead weight. Missed deadlines, overshot milestones, and a lack of growth stall progress and lead to attrition. The team is no longer treated as equal partners, but rather as obedient followers.

4. Failure of Leadership: Even honest attempts at building trust can be undermined by senior leaders who prioritize their own agendas. Project assignments and cool opportunities may be dictated by the leader with the loudest voice. As a result, animosity grows between teams. Honest and open communication is replaced by behind-the-scenes manipulation, with each team trying to make the other look bad.

As TPMs, we have a crucial role to play in addressing these challenges:

• Ego: We need to be the neutralizing force by leading with humility and respect, setting ground rules for collaborative meetings, and modeling sensible and calm behavior.

• Politics: We must actively manage relationships with stakeholders and senior leaders to prevent detrimental politics from interfering with team efforts. Acting as mediators, we can facilitate dialogue and resolution of conflicts when necessary. While we should avoid playing politics ourselves, it's important to recognize when it is at play and counteract it. Our overarching focus should always be on the desired outcomes and the needs of the end user.

• Incompetence: It is crucial for us to identify team members who are struggling in their roles. We can support their growth and foster a culture of continuous learning, going beyond just retrospectives. By working closely with individuals on a day-to-day basis, we can anticipate where they may fall short and guide them towards improvement. It's also important to defend the expertise and work of the team, ensuring that they are valued and acknowledged within the organization.

• Failure of Leadership: Dealing with a failure of leadership can be particularly challenging for TPMs, as we do not hold formal authority. However, we can advocate for transparency, open decision-making, and data-driven approaches. We should strive for fairness and equity in discussions, and act as the voice of reason in steering committees and leadership discussions. This skill becomes especially vital as we progress to higher levels of responsibility within the TPM role.

Ultimately, our role as TPMs is to neutralize conflicts, bridge communication gaps, and cultivate trust and collaboration among teams. By being aware of the warning signs and taking proactive measures, we can ensure that trust within our teams remains strong, enabling us to deliver successful outcomes. Remember, our actions as TPMs can have a profound impact on the overall effectiveness and morale of the teams we work with.

Stay focused and committed, and continue to foster a trusting and collaborative environment for everyone involved.

Until next time 👋 !

-Aadil

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Here is the complete list of essays in this series:

Shape of "Trust" - Pt 1

Shape of "Trust" - Pt 2: Pathways and Individuals

This week’s post — Pt 3. Roads - Trust between Teams.

Upcoming post — Pt 4. Bridges - Trust between Leaders.

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