"من باید به بچه‌ها اعتماد کنم که بازی کنند"

Trust is the backbone of any successful team. When someone says they’ve got to trust the guys to make plays, what they’re really emphasizing is the importance of relying on others to do their part, especially in a team setting. It means having confidence in your team members to execute their roles without micromanaging them. It's about letting go and believing in their abilities.

Historically, this mindset is essential in sports. Think about a football coach. During a game, the coach can’t control every movement. They have to trust the quarterback to make the right passes, the linemen to hold their blocks, and the receivers to catch the ball. This quote could have been said by any coach who understands that while they can plan, strategize, and train the team, in the end, the players have to make the plays.

Let’s dive into a concrete example to see how this works in real life. Picture a business scenario where a manager leads a team developing a new product. The manager has provided the vision and the strategy, but now, it’s up to the team members to do their individual tasks. The graphic designer needs to create an appealing design, the developers have to write clean code, and the marketers must plan the launch. If the manager continuously hovers over each team member, it stifles creativity and can lead to resentment. But if the manager trusts the team, everyone feels empowered to own their part of the project. The result? Usually, a more innovative and cohesive product.

So, how can you apply this wisdom? Start by building a foundation of trust. Get to know your team members—what are their strengths and weaknesses? Communicate openly and set clear expectations. Once you’ve done that, step back. Allow them to work autonomously while being available for guidance if needed. It's like planting a garden: you prepare the soil, plant the seeds, water them, and then trust that they’ll grow.

Now, imagine Jane, a project manager at a tech startup. Jane is known for her attention to detail and expects a lot from her team. Initially, she struggled with delegation, often double-checking her team’s work and stepping in when things didn’t go as planned. This led to burnout for her and frustration among her team members. After attending a leadership workshop, Jane realized she needed to trust her team more. She started having regular check-ins to discuss progress and challenges, but she stopped micromanaging. The change was almost immediate. Her team felt more valued and took greater ownership of their work. Projects started to move faster, and the overall quality improved.

In essence, trusting your team to make plays isn’t just about believing they can do the job—it’s about giving them the space and support to do it. It’s acknowledging that while you can guide and mentor, the real magic happens when you step back and let them shine. So, next time you’re in a situation where you need to rely on others, remember that trust isn’t just a nice-to-have; it’s a crucial ingredient for success.