How New Managers Can Bring Teams Together Effectively

[Source image: Eugene Mymrin/Getty Images]

For centuries, managers have been befuddled by team dynamics, particularly why some team members hit it off in a heartbeat while others simply don’t. Moving from anecdotes to data-based best practices took humankind all the way until 2012, when Google embarked on a two-year journey to find an answer to what drives effective teaming once and for all.

What they found laid the foundations for modern corporate team building as we know it today.  The results of Project Aristotle, as Google called the study, are simple: After hundreds of interviews and two years of data-crunching, the study found that the best performing teams share five particular features in common, namely psychological safety, dependability, structure and clarity, meaning, and impact.

All of this sounds self-evident today, which is partially testament to how far and wide the findings have trickled down through MBA courses and leadership self-help books over the past decade. Some of Google’s findings were markedly more counterintuitive, including why consensus-driven decision making, co-location, individual performance, and extroversion seem to have little to no impact on their effectiveness.

Even though Project Aristotle wrapped up long before anyone had heard of the metaverse or quiet quitting, the study is well worth any manager’s time today.  First, given everything we know of millennials and Gen Z, it’s clear that many of the five tenets that are driving performance have become only more important over time, particularly psychological safety, meaning, and impact.

It is equally clear that our workplaces have adopted practices that are failing employees miserably by over-managing for structure and clarity to the detriment of all other drivers of teaming success.Not knowing where employees are and what they are doing presents real discomfort. In response, many managers have doubled down on clarifying roles and processes in a way that would make Frederic Taylor look like a slouch.

Daily check-ins and check-outs, software assisted monitoring, and hourly production breakdowns have become increasingly prevalent ways for managers to regain a resemblance of control over their minions who might or might not be logging in from Aruba at any given moment.

At the same time, managers across disciplines have adopted Agile ways of working in hopes of replicating the successes the process has brought to the field of IT development in particular. There is much good to be said about Agile for good reason, but when applied with the wrong intentions, it can quickly turn into micromanaging on steroids.

The first casualty of over-compartmentalization and overmanagement of work is the ability of employees to self-actualize and find meaning and impact in their work.  Omnipresent monitoring and hourly timesheets also wreak havoc on dependability, making it a matter of rote compliance instead of a carefully cultivated sense of trust and accountability.

Now to the good news: Hybrid, and full-remote workforces are absolutely compatible with effective teaming. Here are two ways to help you push the pendulum back toward a more balanced approach across the five drivers in case you find yourself having gone too deep on structure and clarity.

Trust

The first step is bringing trust back to the equation.The world didn’t collapse even though everyone worked from home, and your team will be just fine even if you don’t know exactly how many minutes your staff worked on any given task or how many keystrokes they produce per minute.

In fact, they’ll be far better for it. Leaning in on the flexibility and adaptability of modern ways of working will foster psychological safety and promote engagement and ownership in ways that will have far greater dividends than monitoring and oversight ever could. People are fundamentally reciprocal, and the best way of building trust is to exhibit trust.

One particularly effective method is for managers to focus on setting goals and milestones and giving the team the autonomy to seek out the best way to accomplish them. Tolerating failures and the occasional missteps is critical for making the autonomy feel real, and it goes a long way in making employees feel safe to explore their roles.

Another equally powerful method is to transform stands-ups and check-ins from reporting to supporting events. Recasting regularly scheduled meetings as opportunities for helping team members overcome blockers instead of simply checking on progress made is by far one of the most powerful moves a manager can do to breed trust and self-actualization. Co-location is another practice that is ripe for transformation.

Biting the bullet and going fully flexible might feel risky, but there is no reason to believe that any arbitrary pre-established mix of in-office and at-home days works better than allowing teams to find the norms that work best for them. Trusting your teams to work effectively from wherever they are is the right choice in particular because of how it immediately casts dependability in terms availability and outputs instead of physical presence.

Instead of the default option, the office should be recast as an enticing alternative to which teams naturally gravitate to when they need to share physical spaces for collaboration and team building. Brown bag seminars, in-office baristas, and a few Pelotons can go much further than you think, and putting the emphasis on tangible moments of collaboration is key.

Self-actualization

Second, you should ensure that the roles and processes set in place leave space for self-actualization and personalized ownership of one’s work. If you’re using Agile, be cognizant that a 100-meter dash doesn’t come anywhere close to the sense of meaning and impact that running a marathon brings.

Not everyone’s work will be foundational, but everyone’s contributions should feel necessary and acknowledged as contributing to goal deeper than wrapping up a two-week work package.The trick is to make sure that even when working on their own units each employee can visualize a clear pathway from their work to the grand “why” of it all.

This is where the importance of setting goals mentioned earlier becomes particularly clear. The best thing a manager can do when running multiple sprints is to maintain a cohesive narrative of how the work contributes to the larger organizational goal. Often this means distilling vision statements, contractual milestones and even change requests into meaningful arguments about why the work we do today matters.

This may not always be simple to pull off, but who said being a good manager was supposed to be easy? Ultimately, what particular steps you end up taking matter far less than the sincerity of your commitment to making effective teaming a priority for your organization. As for now, it’s more than likely to be pushing back on the overemphasis on structure and clarity.

By Alexander Puutio

Alexander Puutio is an adjunct professor at NYU Stern where he explores the interplay between business leadership and our society at large.

Source: How to manage teams effectively

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Conquer Your Self-Doubt In Meetings

Photo by Daly and Newton/Getty Images

Recently promoted to her outgoing manager’s job, Rhianna often compares herself to her new peers — five women she looks up to. She wonders if she belongs in this room of senior executives, but there is no doubt in her manager’s mind about her qualifications. Rhianna has a PhD, has won awards in her field, has built a strong team, and is loved by her clients. Nevertheless, she is filled with self-doubt. When left unchecked, her thoughts devolve into demons of imaginary disasters.

Recently, Rhianna suggested a new idea during a leadership team meeting. No one responded. The conversation moved on. But Rhianna remained stuck in place, telling herself she wasn’t smart enough, her idea was insipid, and wasn’t this the case with all her contributions? They weren’t interesting or strategic enough to impress her colleagues. Such thoughts made her remain silent for the rest of the meeting and hesitant to speak up thereafter.

Many of my clients — successful executives in positions of authority — mask their inner scripts of doubt and fear. Their internal lashing is often the result of being overly calibrated to others’ reactions or too frequently comparing themselves to what they see of others. As a result, they edit their contributions, robbing themselves and the team of ideas and hiding their true feelings, which fester into further doubts and resentment.

Self-doubt can afflict anyone. Successful strategies to confront it need to help no matter the cause or context. On the basis of my work with Rhianna and other clients, I’ve identified four strategic ways to sidestep self-doubt in the moment and make your contributions count in meetings.

Claim space with an announcement. It’s easy to go unnoticed when everyone is excited about a topic. Owing to her natural diffidence, Rhianna would start speaking either too softly or too fast and lose her audience before she completed the first sentence. To avoid that pitfall, announce your contribution before launching into your subject. For example, you might ask, “Can we pause to look at this from the customer’s perspective?”

“Let’s step back and take a longer-term view of these metrics,” or “How might we think differently about our actions if we viewed them in the context of market microtrends?” We create a drumroll by first announcing what we’re going to cover – it turns people’s attention our way, and they don’t miss the initial sentences of our idea. By framing the concept, we not only claim space for our contribution but also help focus the discussion.

Name your idea. Before sharing your thoughts, give your point of view a name. Because she wasn’t convinced of her own value, Rhianna shied away from taking up space; her body language, infrequency of speaking up, and paucity of words when she did made her blend into the background. Rhianna has since adopted techniques to name her thoughts, such as reviewing meeting notes for patterns. She looks for underlying themes and tries to come up with an acronym or find a wordplay on a common phrase.

During a recent meeting, phrases like “North America only,” “cultural blindness,” and “high-growth markets” allowed her to name her underlying idea “ROW together,” standing for “Rest of the world together.” Use the name to anchor yourself — or if you want to, share it. Speak it out loud, and for wordplay like “ROW together,” present it with a little humor to alleviate your tenseness. It’s not always easy to do on the spot, but naming your thought will define it better, give it more weight, and allow it to take up more space.

Explain your idea. Articulate only the skeleton of your proposal once you have announced and named it. Like a frame around a painting, this focuses your audience’s attention where you want it. Then, as you flesh out the thought, explain why it is important, and why now. Every idea vies with our calendars. Amid busy schedules, why should we care about this topic?

One of Rhianna’s ideas that she had not yet articulated related to the return to a hybrid work environment. Her company is debating various options, and her contribution, if acted on immediately, would address a common employee concern. Without a sense of timeliness, expect a polite golf clap but no momentum. When your audience is convinced that they need to act now, your suggestion will receive more attention.

Entertain feedback. When we doubt ourselves, we yield to our colleagues’ cues if they don’t follow up on what we’ve said. That was certainly true of Rhianna. The lack of response from others confirmed her worst fears: that her suggestions weren’t interesting and she wasn’t smart enough.

Before you relinquish the floor, offer a hook to involve others. Explicitly ask for feedback with questions like, “How many of you feel this way?” “What are your thoughts on this topic?” or “What stands out to you?” When you issue an invitation with an open-ended question, others can pause to appreciate and think more deeply about what you just shared.

As Rhianna has practiced these strategies, she’s been surprised. Even before examining her underlying fears more deeply, she says she’s found her voice. She’s no longer afraid to propose ideas and speak up in meetings and finds greater success when she does. By implementing techniques to land her perspectives, she’s found first-hand evidence that it wasn’t her ideas that lacked stickiness; it was her delivery, shaded by her self-confidence.

After altering how she presented her thoughts, she gained greater purchase on self-worth. Once colleagues adopted her proposals, she naturally adopted a more confident stance. When we doubt our own minds, digging deeper inside exposes more of the same faulty logic. By taking external action, we can liberate ourselves from the web of self-castigation and clear space for our creativity and that of our audience.

By: Sabina Nawaz, Harvard Business Review

Source: Conquer Your Self-Doubt in Meetings

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Setting Boundaries: How Clients And Advisors Improve Their Professional Relationship

Good communication around expectations forms the baseline for a successful relationship between ... [+] getty

As in many relationships, the continuity of a client / advisor relationship depends on the strength of the connection. Working with a professional advisor who provides the professional guidance and expertise that it needs to perform at a high level could help catapult a business.

Longstanding relationships are usually characterized by mutual give and take. However, businesses often face an interesting dilemma – navigating the unknown boundaries in a trusted client / advisor relationship. While some boundaries may be explicit, others can fall in a gray area and may require a conversation.

Successful businesses celebrate business milestones differently. They may show their appreciation to the professional advisors who have helped them achieve their success in ways outside of the payment of the agreed professional fee.

Many, especially family businesses whose advisors may have worked with the family for a long time might have a relationship that borders on personal. Appreciation can be seen as a sign of trust and gratitude. But not all advisors accept such gestures with open arms. Some do so politely, but unwillingly, in order to not risk offending the offerer. Others will decline an invitation from the client to attend a celebratory social event.

Take, for example a client who, after experiencing a legal victory, presents his lawyer with a very expensive watch as a token of appreciation. This present is offered in addition to the regular fees that the pays. In declining the present, the legal advisor understands that the client may take offense, but more may be at stake.

In some instances, a certain professional designation may actually preclude an advisor from accepting such gifts. In others, the advisor may decline based on personal or professional preference. Depending on the jurisdiction, if the lawyer, for example is an officer of the court, accepting presents may endanger his professional independence and violates model rules of professional conduct.

Some quick rules of thumb around managing these types of boundaries, are:

  • Communicate your ‘ways of working’. Advisors should consider establishing a standard policy around preferred ‘ways of working’ and communicate this with clients respectfully and as soon as possible. For longstanding clients, an explanation may be requested. Since old habits die hard, you may still be approached with gifts and social invitation that you may need to decline. But then it would be easier to reference your ‘ways of working’ policy as you politely decline.
  • Don’t become offended As a client, recognize that professional boundaries could exist. if an advisor declines your offer or invitation, don’ t become offended. If your advisor did not share their professional code of conduct at the beginning of your working relationship, one may not exist. Ask for clarity. Many advisors typically welcome the opportunity to clarify their ways of working.

Advisors, on the other hand risk harming the close cooperation of a trusted relationship if they are perceived to be arbitrarily declining gestures of appreciation. Some workarounds to ensuring that the trusted relationship remains in tact without abandoning standard human niceties, include:

  • Showing genuine interest. The key to relationship building is in showing interest in your clients, not as humans and not purely transactional. If you are aware of an upcoming celebratory event, ask about it politely and conversationally. Showing genuine interest helps to foster the client/advisor connection even if you cannot accept a present or attend a social event hosted by the client.
  • Know your boundaries. Decide what you would deem as an appropriate way to celebrate with your clients. You should be able to apply this to all clients without fear of blurring the lines. Maybe you don’t accept gifts but you send them a card thanking them for their cooperation in working towards the victory; Maybe you establish a threshold for gift spend and record gifts received in a gift ledger for transparency.
  • Know your client. While it may be easier to treat all clients as transactions, knowing the client’s business – its mission and values – and being able to connect with its key decision-makers across multiple generations cannot be ignored. This is often the key to building a connection that withstands the test of time.

While professional client / advisor boundaries can exist, knowing what they are and taking steps to proactively manage the client / advisor relationship within these bounds could help both parties pave the way for a relationship that lasts long into the future.

Rochelle is the Managing Director of Succession Strength (a succession and business exit advisory firm).

Source: Setting Boundaries: How Clients And Advisors Improve Their Professional Relationship

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12 Tips For Managers on How To Approach Promotions

[Photo: Tiger Lily/Pexels]

To help you adopt the best approach to an equitable and transparent process in promotions, we asked HR managers and business leaders this question for their best insights. From bringing a marketing approach to internal promotions to developing a clear policy that ensures the process is unbiased, there are many tips that would help you effectively deal with employee promotions in 2023.

Here are 12 tips these leaders shared on how to approach promotions in 2023.

Bring a marketing approach

Employees are discretionary supporters of the organization and fundamental to driving business objectives forward. Rather than promoting them for their tenure or consistency in meeting the requirements of their job, let’s take it up a notch.

Wearing your marketing hat means rewarding employees for their contribution to business growth. Modern Human Resources requires new and better ways of thinking. And as with marketing promotions, we reward our customers for their support and spending, and it is the same with employees. Think of how they may have demonstrated their commitment through one or more of the following examples:

  • Took on new responsibilities voluntarily
  • Provided excellence in building custom/client relationships
  • Recommended other talented colleagues to join the organization
  • Brought in new revenue streams or built efficiencies into current processes —Jody Ordioni, chief brand officer, Brandemix

Make promotions opportunities for continuous learning

Gone are the days when time in a position or tenure with an organization is the major driver for promoting employees. As employers, we need to ensure we are assessing employee potential, their state of readiness, and the necessary support needed for their success. When considering promoting employees, I want to see employees who see the opportunity as continuous development and are committed to excellence in all areas of performance.

Based on the multitude of challenges we have all experienced in the workplace, employees have made it clear they want learning opportunities that will align with career growth and development. As employers, we need to be sure we are being agile in the promotion process and not constrained by traditional means. —Cecil Hicks, talent development executive

Be clear on what the company is able to offer

As employees climb the corporate ladder, opportunities for promotions are fewer and less frequent. That kind of advancement should not be the keystone for an employee’s career development. Begin by asking, “Why a promotion?” Get insight into their intrinsic motivators and personal goals. This should lead into a useful coaching conversation about ways to grow and expand their career.

Be clear on what the company is able to offer: internal learning and development, company-sponsored learning, professional memberships and conferences, and tuition reimbursement are a few common examples. Work with people leaders to up their game in setting stretch goals and challenging assignments, even within other departments. —Jimmy Rose, VP, employee experience, Cotiviti

Find the overlap between personal and company goals

You tap a high-performing employee on the shoulder and invite them to apply for a promotion or offer them one on the spot. You succumb to the demands of a go-getting employee who’s been angling for a promotion since they joined. Or you lay out a structured career ladder with every hoop an employee has to skip through and the next 30 years of their working life mapped out for them. These typical promotion practices are either unfair or outdated in today’s world of work.

My one top tip for approaching employee promotions in 2023 is to facilitate regular development conversations with every employee. Through these conversations you want to understand an employee’s personal goals and you want to keep them abreast of the company goals. You’re then in a position to craft development and promotion opportunities that work for both the employee and the company—that’s when the magic happens. —Bee Heller, cofounder and managing director, The Pioneers

Promote those who are 70% capable and develop them

A successful strategy is to promote employees that have 70% of the capabilities you are looking for and then put in place a robust development plan to grow the remaining 30%. It’s a win-win for the leader and for the promoted employee, giving them the ability to grow into the role and having their leader as a coach.

In order to identify promotable employees who have 70% of the capabilities for their next role, the leader must engage in regular coaching conversations with the employee to help align the employees own development needs and those skills needed by the functional team to execute the goals and objectives for the year.

This alignment between the company needs and those cited by the employee requires the leader to collaborate with their HRBP and the learning and development department such that both the leader and the employee are fully supported. Using this strategy of promoting those that are 70% ready increases employee engagement scores and drives a learning culture. —Shefali Mody, senior manager, learning and development, iRhythmtech

Create growth opportunities with actionable plans

A promotion is not to be seen as the final destination but as part of a development journey. The development journey to achieve a promotion has to be an exciting discovery exercise for the employee and the leader, to know about what employee’s drivers are, expectations, and career desires. To guide employees in this journey for growth, companies should be open to create routes of development that will trigger an actionable plan.

These routes can be seen in the shape of quick challenges to allow them to demonstrate potential, impactful learning experiences to acquire new and relevant knowledge, accelerator experiences to have a firsthand interaction, and exposure with the desired role and/or a multifunctional project to develop crucial collaboration skills.

Everyday experiences along with planned development interactions offer tremendous learning opportunities; the key is to identify the proper route to support the employee development plan and foster the opportunity for growth. —Elsa Zarate, associate director, development, talent and learning, Clip

Clearly outline employee expectations at every level ahead of reviews

For many companies, the end of the year is performance review time. When an employee approaches leadership to talk about a promotion now, they’re too late! Many organizations have their budgets decided, along with what’s been allocated for salary increases, determined in parallel with the end-of-year review cycle.

Decision makers will want to see individuals demonstrating next-level performance for at least 6 to 12 months before they would determine readiness for that promotion. So I encourage individuals to have the conversation now, get clear on what is expected for that next level, make a plan to get there, and get to work. And don’t forget to schedule time to check in to share your progress and wins. —Claudia Germeshausen, executive coach, A Career For You

Factor in colleague feedback when making decisions

Before making any decisions about promoting employees in 2023, it’s important to look at their colleagues’ feedback. What do those who work with them actually think about them? Furthermore, knowing what you know about your staff members from preemployment testing, how might other employees’ performances be affected; especially when there has been competition for that promotion and some inevitably losing out?

It’s important to promote on the basis of job performance, of course, but never lose sight of the fact that one employee’s promotion has the ability to affect all your other employees. —Linda Scorzo, CEO, Hiring Indicators

Promote those who gain new skills

Upskilling represents the search for knowledge and improvement of skills for professionals and organizations. In times of employees’ shifting priorities and a tight job market, acquiring, retaining, and promoting talents is vital to being competitive. Technology, AI, and others are accessible for most companies, from SMBs to big corporations. All of these make me think that knowledge will be the difference in 2023.

Upskilling will continue to grow, encouraging organizations to promote those who are always bringing and contributing new knowledge to the business. In other words, upskilling should be considered when approaching employee promotions in 2023. —Ricardo von Groll, manager, Talentify

Use promotions to fix hiring problems

Research has shown that job switchers receive bigger salary increases than loyal employees. This creates a poor cycle for companies. Good employees are forced to leave a job they like in order to receive a promotion or a raise. This adds to the recruiting challenges of companies that are already behind on their hiring goals.

A portfolio company to a private equity firm I worked for thought about using a different approach. They looked at using some of their recruiting budget to fund a portion of their early promotions. This would, in turn, help them retain good talent, which would take off some of pressure from their recruiting team. —Atta Tarki, founder, ECA Partners and author of Evidence-Based Recruiting

Use micropromotions for greater impact

Employees want to feel like they are taking regular small steps forward rather than one leap forward every two to three years. These small steps give employees regular bursts of motivation and appreciation for their work. We realized that companies should restructure their promotion strategy to break their promotions into micropromotions.

Employees can receive a micropromotion for milestones, new skills, and increased responsibilities every 8 to 12 months. This strategy doesn’t have a dramatic impact on cost, but it does dramatically improve how an employee perceives their ability to grow within your organization. —Melanie Wertzberger, CEO, Shaka Culture Software

Develop a clear policy to ensure the promotion process is equitable

Diversity and inclusion continues to be a focus in most workplaces, however, strategies end at recruitment. Research shows us that historically marginalized groups tend to stay at the lower level of companies, resulting in low leadership diversity, so it is vital to consistently reinvest in your diverse talent as they grow. Developing your talent is just as crucial as recruiting diverse employees.

Research shows that when marginalized groups are considered for promotion, employers can factor in superfluous details and unconscious biases, which are considered and weighted against them.

Managers should work to focus solely on needed skill set, performance level, and complementary skills when considering promotions so that diverse talent has equal opportunity. Simultaneously, employers can retain talent by setting them up for future success through development initiatives so that they will be completely prepared for a promotion in the future. —Jon Starling, VP, talent development, Integral Ad Science

Promotions took a pause during the pandemic in 2020. The Great Resignation gave employees promotions at other companies in 2021. As 2022 comes to a close amid economic uncertainties in the workplace, promotions in 2023 are taking on a sense of the traditional “promote and develop,” while blending in innovative solutions, such as micropromotions.

The bottom line? Employees need to see growth in themselves and their careers. Use these tips to help guide how your organization approaches promotions in the new year.

Brett Farmiloe is the founder of Terkel, a decentralized Q&A site that connects brands with expert insights.

Source: How leaders can approach promoting employees

.

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How To Manage Teams Effectively

[Source image: Eugene Mymrin/Getty Images]

For centuries, managers have been befuddled by team dynamics, particularly why some team members hit it off in a heartbeat while others simply don’t. Moving from anecdotes to data-based best practices took humankind all the way until 2012, when Google embarked on a two-year journey to find an answer to what drives effective teaming once and for all.

What they found laid the foundations for modern corporate team building as we know it today.  The results of Project Aristotle, as Google called the study, are simple: After hundreds of interviews and two years of data-crunching, the study found that the best performing teams share five particular features in common, namely psychological safety, dependability, structure and clarity, meaning, and impact.

All of this sounds self-evident today, which is partially testament to how far and wide the findings have trickled down through MBA courses and leadership self-help books over the past decade. Some of Google’s findings were markedly more counterintuitive, including why consensus-driven decision making, co-location, individual performance, and extroversion seem to have little to no impact on their effectiveness.

Even though Project Aristotle wrapped up long before anyone had heard of the metaverse or quiet quitting, the study is well worth any manager’s time today. First, given everything we know of millennials and Gen Z, it’s clear that many of the five tenets that are driving performance have become only more important over time, particularly psychological safety, meaning, and impact.

It is equally clear that our workplaces have adopted practices that are failing employees miserably by over-managing for structure and clarity to the detriment of all other drivers of teaming success. Not knowing where employees are and what they are doing presents real discomfort. In response, many managers have doubled down on clarifying roles and processes in a way that would make Frederic Taylor look like a slouch.

Daily check-ins and check-outs, software assisted monitoring, and hourly production breakdowns have become increasingly prevalent ways for managers to regain a resemblance of control over their minions who might or might not be logging in from Aruba at any given moment.

At the same time, managers across disciplines have adopted Agile ways of working in hopes of replicating the successes the process has brought to the field of IT development in particular. There is much good to be said about Agile for good reason, but when applied with the wrong intentions, it can quickly turn into micromanaging on steroids.

The first casualty of over-compartmentalization and overmanagement of work is the ability of employees to self-actualize and find meaning and impact in their work.Omnipresent monitoring and hourly timesheets also wreak havoc on dependability, making it a matter of rote compliance instead of a carefully cultivated sense of trust and accountability.

Now to the good news: Hybrid, and full-remote workforces are absolutely compatible with effective teaming. Here are two ways to help you push the pendulum back toward a more balanced approach across the five drivers in case you find yourself having gone too deep on structure and clarity.

Trust

The first step is bringing trust back to the equation.The world didn’t collapse even though everyone worked from home, and your team will be just fine even if you don’t know exactly how many minutes your staff worked on any given task or how many keystrokes they produce per minute.

In fact, they’ll be far better for it. Leaning in on the flexibility and adaptability of modern ways of working will foster psychological safety and promote engagement and ownership in ways that will have far greater dividends than monitoring and oversight ever could.

People are fundamentally reciprocal, and the best way of building trust is to exhibit trust. One particularly effective method is for managers to focus on setting goals and milestones and giving the team the autonomy to seek out the best way to accomplish them. Tolerating failures and the occasional missteps is critical for making the autonomy feel real, and it goes a long way in making employees feel safe to explore their roles.

Another equally powerful method is to transform stands-ups and check-ins from reporting to supporting events. Recasting regularly scheduled meetings as opportunities for helping team members overcome blockers instead of simply checking on progress made is by far one of the most powerful moves a manager can do to breed trust and self-actualization.

Co-location is another practice that is ripe for transformation. Biting the bullet and going fully flexible might feel risky, but there is no reason to believe that any arbitrary pre-established mix of in-office and at-home days works better than allowing teams to find the norms that work best for them.

Trusting your teams to work effectively from wherever they are is the right choice in particular because of how it immediately casts dependability in terms availability and outputs instead of physical presence.

Instead of the default option, the office should be recast as an enticing alternative to which teams naturally gravitate to when they need to share physical spaces for collaboration and team building.

Brown bag seminars, in-office baristas, and a few Pelotons can go much further than you think, and putting the emphasis on tangible moments of collaboration is key.

Self-actualization

Second, you should ensure that the roles and processes set in place leave space for self-actualization and personalized ownership of one’s work. If you’re using Agile, be cognizant that a 100-meter dash doesn’t come anywhere close to the sense of meaning and impact that running a marathon brings.

Not everyone’s work will be foundational, but everyone’s contributions should feel necessary and acknowledged as contributing to goal deeper than wrapping up a two-week work package. The trick is to make sure that even when working on their own units each employee can visualize a clear pathway from their work to the grand “why” of it all.

This is where the importance of setting goals mentioned earlier becomes particularly clear. The best thing a manager can do when running multiple sprints is to maintain a cohesive narrative of how the work contributes to the larger organizational goal.

Often this means distilling vision statements, contractual milestones and even change requests into meaningful arguments about why the work we do today matters. This may not always be simple to pull off, but who said being a good manager was supposed to be easy?

Ultimately, what particular steps you end up taking matter far less than the sincerity of your commitment to making effective teaming a priority for your organization. As for now, it’s more than likely to be pushing back on the overemphasis on structure and clarity.Alexander Puutio is an adjunct professor at NYU Stern where he explores the interplay between business leadership and our society at large.

By Alexander Puutio

Source: How to manage teams effectively

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