How to Build a Successful Team
“To lead people, walk behind them” ~ Lao Tsu
Keys to Management
Here are our main keys to management:
- An effective manager strives for “outstanding results added up over time, while using an equity and justice lens.” (Management Center)
- Managers focus on setting the what (i.e., goals), while team members focus on the how (i.e., actions/tactics). Do more upfront work to set clear expectations and goals/outcomes for work, along with consistently checking-in on the work’s specific progress. The more effort you put at the beginning means you have less micromanaging later on in the project.
- Individually tailor your management approach to each person. Treat people how they want to be treated.
- Set clear and accessible norms for working together (e.g., communication, accountability, feedback, etc.).
- Build a culture of constant appreciation, feedback, and coaching at every opportunity (e.g., each meeting, action, or review of plans/documents).
What Does an Effective Manager Focus On?
Defining an Effective Manager
The Management Center notes that an effective manager focuses on“getting outstanding results added up over time, while using an equity and justice lens.”
An effective manager should set clear and accessible expectations, support their team members’ growth and development, seek out and incorporate feedback, and tailor their approach to each team member (rather than expecting team members to adapt to the manager).
Focus on Organizational Success/Meeting Goals
Your number 1 job as a manager is to ensure your team meets/exceeds the organization’s goals, ensure responsibilities are being fulfilled, and that the whole operation continues to improve. That means you absolutely have to be laser-focused on what success looks like in the short-, mid-, and long-term.
Being the manager also means you cannot blame others if something consistently is not getting done, you are the manager at the end-of-the-day. That means you are responsible for making things happen.
Guide Team Members More, Do Less Yourself
The book Managing to Change the World notes the idea of “Guide more, do less” which means to focus extra time at the beginning of an effort towards working with team members by setting clear expectations/goals for each team member’s specific responsibilities.
Then continue to stay engaged throughout the process to provide coaching, accountability, and learning. For example, create the team member’s plan/goals for them (i.e., what to do), and leave them more flexibility in fulfilling the responsibilities (i.e., how to do it).
Think of it this way, as a manager you set the goals/outcomes (i.e., the what) and your team members figure out the actions/operations (i.e., the how).
Help People Capitalize on their Strengths (Rather than Focusing so Much Time on their Weaknesses)
The book First Break All the Rules notes that instead of trying to get a team member to “change their nature,” managers look at each person as an individual and “recognize that each person is motivated differently and that each person has their own way of thinking and their own style or relating to others.”
Great managers build on strengths, rather than focusing so much time on the weaknesses (e.g., if someone is great at motivating volunteers, but is not good at writing plans, then sit with them and help them write out the plans together so they do not have to. Then they can focus more time on what they do best).
Appreciation, Feedback, and Coaching
In Thanks for the Feedback, the authors note as a manager you need to consistently provide appreciation, feedback, and coaching. Think for each person whether you are giving enough of all three. Remember, tailor to the individual (e.g., some folks want more appreciation, while others may want more feedback, and some may want more of both).
Tailor Your Management Approach For Each Person
While it may be simpler as the manager to have the same approach for every person, that may not be the most effective way to maximize the talents of your team. Take the time to ask and identify how each person learns, takes feedback, communicates, etc. Then adapt your approach to support that person’s growth. This takes more time, but is more effective.
Clear and Accessible Communication is Essential
Brené Brown writes in Dare to Lead, “Clear is kind. Unclear is unkind…” This means while some things may be difficult (e.g., critical feedback or ways they can improve) you need to make sure to do so. Also, when people feel unclear about what is going on that breeds frustration. You may feel you are being clear, but what matters is whether your team feels they know what is going on and what is expected of them.
Other Key Manager Traits
First Break All The Rules highlights these key traits for good managers:
- “Never pass the buck.” Even if something was not your decision as a manager, you have to take responsibility for the organization’s decisions since you are a team. You will not agree on everything (and that is OK), but you still have to agree to work as a team.
- Act as a model for your team members. Whether you want to or not, your team will follow your lead so it is important to demonstrate high expectations for yourself.
- Focus on your best. Meaning, focus your time and energy on those most engaged/eager to learn and help them to excel, rather than focusing on remedial training for those who are less engaged. You will get better results by improving the performance of your top people, rather than spending as much time on weaknesses.
Tools and Practices to Use as a Manager
Setting Expectations and Clear Communication
Write out draft goals/outcomes with your team members + listen to their ideas
Writing out draft goals/outcomes (i.e., the what) for team members helps ensure they are heading in the right direction. Especially in organizing work, it can sometimes be hard for people to know where they should be focusing their time. If you spend the extra time at the beginning identifying the destination, it will help your team. This involves truly listening and sometimes adapting the work so that it fits with yourself and team members.
Consistently check-in early on whatever you delegate
Instead of waiting until halfway through or the end of a project, managers at nearly every check-in meeting should review the status of delegated items. This helps managers know whether the project is on track and helps catch issues early on.
Limit priorities and primary responsibilities to three
Jim Collins recommends that all roles should have a max of three main responsibility areas, otherwise something will get neglected.
Use the the repeat back
Managing to Change the World notes that to truly make sure you are on the same page have team members write a brief e-mail to the manager summarizing the assignment, including expected outcomes and TODOs. This repeat back of what you already agreed to will help you realize if you are on the same page or not.
Meetings
Check-in/1-on-1 meetings
Having a consistent 1-on-1 meeting with core team members is an essential practice for any management role (e.g., weekly for staff, or monthly for key volunteer leaders). The purpose of a 1-on-1 meeting in the management context is to focus on moving ahead projects/results, building the relationship, and providing coaching/feedback.
Team meetings
Team meetings are your place to talk with your team and coordinate work. This is not the place for managing a specific individual. While you will still want to have group accountability and check-in on tasks, you will want to focus on developing individuals outside those meetings. Also, a small note here, people appreciate public feedback!
Feedback and Guidance
Feedback should be constant
Feedback should be a continuous process (e.g., in 1-on-1s, when reviewing proposals and plans, after actions/projects, etc.). You should look at both past efforts and also review their proposed plans for feedback. This can take many forms such as 1-on-1 coaching, leaving frequent comments on documents/plans, check-ins, etc.
Review performance on both goals and actions
It is important to make sure your staff members really propose SMARTIE goals and they consistently refer back to them and hold themselves accountable to those goals (e.g., how are you measuring success? How are you progressing in setting up the new volunteer team?).
Give in-person performance feedback, avoid email
While it is good to give coaching feedback and questions on plans and documents, avoid giving performance-based feedback digitally. You should also aim to have tougher conversations in-person.
Focus on improving the work process in order to get better results long-term
John Wooden in Wooden on Leadership notes managers should focus on those actions that an individual needs to take in order to most effectively and productively execute their assignment (e.g., spend 20% more time with customers, make 5 more calls a week, etc.).
Ask for problems + improvement
Adam Grant in Originals notes that sometimes the idea of “Don’t bring me problems; bring me solutions” is not great since some people are really good at identifying issues, but need to work with others to figure out solutions. One way to address this is to have a problems document where you collect all the issues brought up, and then you assign people to work on solving the problems later.