A group is efficient when it allows a rapid execution of one or more specific tasks. Knowing how to accomplish a large number of actions implies the need to set up automatisms. Latency in work is most often linked to psychological problems. A group of people who have a great cohesion, has no difficulty to focus with body and soul on its work. This involvement is a decisive factor for a qualitative and quantitative production. However, the pitfalls appear when our cognitive biases act as an interference in the fluidity of a group.
Trust has the advantage of offering a great possibility of reactivity and execution in a given group. However, trust takes time to build and it can be quickly shaken, at the slightest negligence…
Let’s look at the prerequisites for building trust and maintaining it over time.
First of all, in order to have confidence, we must know the other person and to know the other person, we must know ourselves. This implies getting rid of our own filters and prejudices beforehand, without which we would only have an altered vision.
It is not easy to erase one’s own preconceived ideas, especially if one has not done anything to leave one’s self. When we are surrounded by our fellow human beings, it is difficult to put ourselves in the other person’s shoes.
It is advisable to voluntarily leave our comfort zone in order to clean up what hinders our narrow vision.
After this preliminary learning, we must reflect on our identity. This one is changeable, it evolves with our readings and our meetings in particular. We can create links with people, however diverse they may be. However, there is one thing that is absolutely necessary for the creation of trust, and that is integrity and all the values that flow from it, such as honesty, truthfulness and benevolence. Without this fundamental ingredient, there is no point in trying to build relationships, let alone trust.
We are not always honest and it is appropriate to really question this value in ourselves. As long as we have not tested our integrity and questioned this idea for a long time, we cannot be sure to build relationships solidly anchored by trust. Pay attention to what you are told, question yourself. Even if the reproaches of others are not always benevolent or true, they can still give us an indication of who we are, at least how others perceive us.
Once this value of integrity has been sufficiently honed through introspection and “grounding,” we can begin to evaluate others. Is there consistency between what they say and what they do?
The requirement that you have imposed on yourself during this long period of questioning your integrity, gives you the right to evaluate the integrity of others in a way. The idea is not to impose an inquisitive look but rather to see those who could gradually enter your circle of acquaintances since they embody values you believe in.
Repeated disappointments should serve as a warning sign: you owe it to yourself to put your values and your dignity first, regardless of the talents of the person you are dealing with. You should not maintain toxic relationships with people, even if you admire them in some way.
When a person has succeeded in continuously showing you their value, you can consider a greater involvement, such as working together on an entrepreneurial project.
Of course, you can also use small projects to test someone’s reliability even in the early stages of a relationship. However, you should never involve someone in an important aspect of your life if your trust is limited.
Once you’ve practiced this process with the people you choose, you’ll be able to create a dream team that can move mountains. To do this, it is important that each member of your team has gone through this same process with the other members.