Having led the team for many years, I have found that those popular leaders often have some of the same qualities. The old saying “knowing the wisdom of the people and knowing the person who knows them†may be a look at what they have in common, learn their essence, and enhance themselves.
In outdoor activities, when a team member encounters a problem, he will always find the team at the first time. Even after the activity ends, the team members will want to go out and play. They will also find a team leader to consult. This is trust.
Trust is complicated and delicate, and it is both easy to obtain and easy to lose. During the activity, the team members may be trusted because of the professionalism of the team leader, or they may not trust the team leader because of their improper speaking. As a team leader, you must not take a lazy attitude toward it because the trust of the team members not only affects the experience and quality of the event, but even affects the reputation of the club.
So, how to gain the trust of team members?
1, establish a sense of familiarity
Just met, no one will immediately trust the original stranger, which requires mutual understanding and mutual familiarity.
Neurochemistry Above, our mind pursues a certain pattern. When we recognize this pattern, we will not only rely on it, but also establish a certain preference based on the repetition level of this pattern. In short, it is that with the team members' familiarity with the team leader, players will gradually prefer this behavior and trust you.
To establish a sense of familiarity is not an overnight experience. After years of observation and experience leading the team, I have discovered these three secrets: Familiarity with hints, consistent expectations, and reliable information.
First, familiarity with hints means that the team leader uses “I am familiar with you†when introducing himself or when chatting with team members, such as the same family register, past experiences, and the same preferences.
In outdoor activities, some team leaders will always introduce where their hometown is and what they like to eat. These seem to be irrelevant, but in reality they inadvertently establish a sense of familiarity in the minds of the players like “he is like me†or “we like to share the sameâ€. Notice that people are always attracted to any familiar situation. It's as if you're walking down the street, you'll always see two more people who wear the same blouse.
By attaching a new piece of information to an old piece of information, the time to build trust can be greatly reduced.
As a leader, you may wish to talk more about "I used to..." at the event.
Second, the expectation is that the leader must pay attention to strengthening the consistency between the expectations established by the players and the actual results achieved. In short, don't let the team down. This is manifested in many aspects, such as the activity environment does not let the players disappoint, the activity content does not let the players disappoint, even the leader's ability does not let the team member disappoint...
To participate in outdoor activities, the team leader usually introduces the activities and content of the event first. When describing the “beautiful and beautiful†activities, they often say “but†or “some sudden changes in activitiesâ€. It is the sense of disappointment in the prevention of expected and actual deviations in activities that reduces the negative impact.
As a leader, in the activity, you may wish to leave yourself a line while you speak and say "maybe...".
Third, reliable information means that the information delivered by the leader to the players is continuous and reliable. Including the style of the leader, the professionalism of the leader and so on.
For example, in the activity, you are very professional about outdoor knowledge and equipment used, but when the team asks you how far the next camp is, you don’t know it, then your professionalism is questioned. There is no consistency of information.
As a leader, you must “collect as much information as possible†before the event.
2, keep true
How can we measure the degree of trust in things?
By comparing expectations with reality. The closer it is to our expectations, the less we violate it, and the more we rely on it. Reputation is a powerful proof of this, and fame has an impact on decision making. In short, when you stay true, you will get a good reputation, a good reputation, and it will help precipitate more loyal customers.
Of course, "reality" is not all. The truth here refers to those that are positive and beneficial.
For example, if you have strong outdoor professionalism but also love swearing, these two are “realâ€. In the activity, do the needs show up? No, you must show your professionalism. You must get rid of bad language.
In addition, it should be noted that keeping the truth is to avoid contradictory information. People are naturally linked to their sense of security and trust, so when this bond breaks, they feel threatened. Contradictory information will not only make the leader and teammate unable to establish familiarity, but even worse, it will make the team members feel that the leader is not true and there is no way to talk about trust.
Focus
People participate in outdoor activities always for a variety of purposes, in order to meet a variety of different needs.
Some people are out of stress because of life, to relax; some people are for personal pleasure, for pleasure; some people are out of friends, for social reasons... One of the role of the leader is to do their best to meet them. The needs of the team improve the players' good experience.
To meet the needs of the players, in addition to doing the best for the event, we must also be focused enough so that we can look, smell, ask, and cut.
Look, that is, observe the player's actions, observe the surrounding environment, and appear when the player needs it. For example, people who walk carefully, need to pull them when necessary;
Smell, that is, listen to the sound and carefully listen to the player's voice. You often get the player's thoughts. For example, the team members are too hot and too boring. You can stop the team and let everyone relax or change clothes.
Q. The team members are seriously questioned, such as his preferences and dietary taboos, to know that some ethnic groups do not eat pork;
Cut, that is, contact the players, sometimes a hug is more useful than saying more care.
prestige
In outdoor activities, the team leader cannot gain the trust of the team members without certain prestige. Even the activities can not be carried out smoothly, let alone bring a good experience to the players. Prestige, not because of the identity of the team leader, but on the contrary, is to continue to show their professionalism, service, to meet the needs of players, thereby gaining prestige.
Professionalism refers to the soft skills and hard skills that the leader should have. The use of the equipment, wear of the equipment, and knowledge involved are all hard skills. The handling of sudden situations and the expression of discourse are all soft skills. Both soft and hard skills are indispensable, and together they form the professionalism of the leader.
Serviceability means that the leader is actively motivated to clarify his identity and to do things within his identity. So, what is the status of the leader in the activity? The leader is not only the planner and implementer of the plan, the safety guards of the event, the decision makers at the event, but also the mediators, coaches and teachers of the conflict, as well as the environmental defenders.
When the team leader achieves professionalism and service, he can improve his prestige while meeting team members' needs. Prestige will further inspire team members' trust and benefit the good experience of this event, which is conducive to the consumption of the event again. .
Conclusion
Trust, concentration and prestige are the three mutually reinforcing relationships. Concentration can earn trust and gain prestige, satisfying trust can gain prestige, and gaining prestige can inspire trust.
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