MPW内部网络是美国的一个在线社区，美国商界内外最知名的一些大咖会在这里及时回答与职业和领导力有关的问题。今天为大家分享的是Deutsch公司洛杉矶办事处的总裁吉姆•盖蒂对“成为新老板后如何建立员工对你的信任？”这一问题的回答。

作为一位“新老板”，你难免会遇到一些挑战，特别是在一家已经发展得相当不错的公司。

对于这一点，我是有切身体会的。我在现在的这家公司已经工作超过13年了，亲眼见证了这家公司的多次人事变革。2015年，我自己也成了Deutsch公司洛杉矶办事处的总裁。通过我的亲身经历，我学到了一个很重要的经验，那就是作为一位新老板，最重要的是要学会取舍。你首先必须能够实现公司需要你去实现的目标，其次，你还得继续发扬公司之前的成功经验。

步入领导岗位对你个人来说固然是一个重大的飞跃，但它也需要你的员工的大量配合。由于各种变革经常会影响公司的平衡，因此压力也是无处不在的。

要让新团队建立起对你的信任，你就要开放各种沟通渠道。以下三种方法有助于实现这个目标：

分享更多信息

信息就是货币，而透明就是一切。人们往往对新领导有一种与生俱来的恐惧，总以为新领导想要控制一切，甚至改变现有的体系——哪怕很多情况下这个体系已经运行得很好。有越多员工知晓你的计划，他们就越容易接受它，并且越不容易产生焦虑感。因此，你不妨采取一种“不说废话”的政策，让人们早早地知道，从你嘴里说出来的话都是坦率而真诚的——不论是好话还是坏话。你要通过这些信息让员工们感受到你对他们的重视，并且鼓励他们多多提出创意和解决方案。

每天在办公室里走一圈

所谓“大门敞开、虚心纳谏”的政策听起来虽然不错，但如果你是新老板的话，当你从大家身边走过时，大家肯定会觉得有一些不舒服。当一个人走上领导岗位时，最意想不到的坏处之一，就是你和大家之间出现了一道无形的屏障。所以你必须要解决这个问题。你可以每天定时在办公室里溜达一圈，让大家感觉到你的存在，让他们觉得你和他们在一起——有时是一个战壕的战友，有时也无非就是一位普通的同事或朋友。如果你有了从性格上接触某个人的机会，那么你就更容易和他建立联系，并且让他对你产生信任。比如说，在我的公司，大家都知道我会时不时地光脚在办公室里走上一圈。

双方都建立对方的预期

作为新老板，这一点也是极为重要的——你的员工必须清楚地知道你对他们有什么期待，更重要的是，你也要知道他们对你有什么期待。我哥哥是一名老师，他总是教导我，你能给予别人的最大的礼物，就是教会他们如何预料你的反应。如果你的员工对他们在团队中的地位没有丝毫怀疑，并且对你的目标有清楚的认识，那么这必然能建立你们之间的互信感。员工们知道他们在你的庞大规划中扮演了什么样的角色，也知道你打算怎样去实现你的目标。

变化会让领导和下属双方都感到恐惧，但我从我的职业经历中学到，这种恐惧可以通过开放透明的沟通来化解。只要员工们感到你为了让他们参与决策流程而付出了真挚的努力，他们就会对你产生期待（反之亦然）。作为一位新领导，你最好的资产，就是拥有一群思维开放的员工。（财富中文网）

译者：朴成奎

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 Kim Getty, president of Deutsch LA.

Being the “new boss” doesn’t come without challenges, especially when you’re stepping into a pretty well-established company.

I know this from experience. I’ve been at my current agency for more than 13 years, but as is standard for any organization, I’ve seen my fair share of transitions. In 2015, I had my own in becoming president of Deutsch’s Los Angeles office. Through it, I’ve learned that when you’re the new boss, it’s definitely give-and-take. You need to make sure you’re able to accomplish what you were brought in to do, while taking cues from the successes the company has already had.

While taking on a new leadership role is a big step for you, it requires a lot from your people, too. There can be tension and stress all around, as change always disrupts the balance.

As you seek to build trust with your new team, it’s all about opening the lines of communication. Here are a few ways to do that:

Share more than you think you should

Information is currency, and transparency is everything. Often, there’s an inherent fear of new leadership, assuming they’ll want to take control of everything and change the system that, in many cases, has been working well. The more employees know about your plans, the more open and less anxious they’ll be to receiving them. One way to do this is by establishing a “no BS” policy. Let people know early on that they’ll get the straight scoop from you—good or bad. Make them feel invested in that information and empower them to bring ideas and solutions to the table.

Take a walk around the office—every day

Having an open-door policy sounds great, but when you’re the new boss, people may not feel comfortable popping by. Being in a leadership role has the unexpected outcome of being surprisingly isolating. It’s your job to solve for that. Take the initiative and do a regular walk around the office so your presence is felt. It reminds people that you’re right there with them, sometimes in the trenches, but sometimes just as a colleague and friend. It makes it easier to connect with (and trust) a new leader when you have a window into his or her personality. I’m known in my office for occasionally walking around without shoes on…

Establish expectations on both sides

This is one of the most important things you’ll do as the new boss. It’s vital that your employees know exactly what you expect of them, and maybe more importantly, what they should expect from you. My brother is a coach and a teacher, and he always taught me that the biggest gift you can give is to teach people how to anticipate your reaction. When employees aren’t second-guessing their place on your team and have a clear understanding of your vision, it establishes a mutual sense of trust. They know where they fit into your larger plan, and how you plan to achieve it.

Change can be intimidating on both sides, but what I’ve learned throughout my career is that it can be mitigated through open, transparent lines of communication. When employees feel your genuine effort to involve them in the decision-making process, it makes them feel invested in you (and you in them). Your best asset as a new leader is employees with an open mind.