If you are a Manager, your success depends on your team. If you as a team play well you have better chance of succeeding.
The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime. ~ Babe Ruth
Devil Says: Don’t worry about the team. You can manage the perceptions of your Manager and your client. You always can find a reason to blame the team.
In my opinion, a Manager plays the key role in building the team, groom and makes them perform. Manager is the one who makes or breaks the team. He/she is the one who connects the various dots and make it a complete picture.
Starts with your Hiring
Your success and the Project’s Success start with Hiring. If you as a Manager put in enough effort in hiring, you have already crossed 50% of your hurdles.
Inducting, Roles Definition and Expectations Setting
Once the person has joined, everything starts with the way a manager inducts team members in the team. Define the Roles clearly on who will play what. Clearly specify the expectations at the very first week of a new member joining your team.
Example: A Technical Architect managing/leading a Project and the team members. If you are a manager, this is the last thing you want in your life. This clearly says you as a Manager do not have any clue of what you are doing.
It’s not only important to have the right people in your team. It’s more important to have them seated in the right seats ~ Jim Collins
Manage your team member’s emotions on a daily basis. People Management is all about managing people Emotions. You are definitely not managing a computer. Be on the floor. Manage by walking around. Get out of your cubicle or cabin and go around the floor. Get a firsthand experience on what’s going on. Make sure your team feels comfortable. When a project gets started it’s natural that people do not understand their roles, have conflicts etc. If their emotions are managed in the right way, I am sure the team will start jelling well.
Managing Projects is all about Managing Emotions ~ Doug Decarlo
Lead by example
Meet your commitments and make sure your team member’s meet their commitments on a daily basis. Meeting commitments helps building trust with each other.
Do not postpone or Cancel meetings with your team members. ~Common Sense
Set a process to address Conflicts between members
Discuss with your team and figure out how they can handle conflicts between themselves. Build a escalation model so that they can come to you only if things are not resolved within themselves.
Power of 1:1s:
Have regular 1:1’s with your team members. I am sure every company today forces you to enter 1:1 data in the system on some interval. I am not talking about that. Have 1:1’s at least once in a month. The reason why you can have only a maximum of 10 or less people reporting is to make sure that you have time to do this and not for reading news papers online.
Review your expectations and goals set, see how things are going. Give Feedback and take feedback.
Listen to get feedback
It’s not only important to listen to your team members only during meetings, but also when you walk around in the floor. Not everyone in the team will give you feedback. There will be casual comments. Take a note of the comments and review them offline. See if there is anything which is a real feedback, take them and work on it. When your team members see that you have taken their feedback and worked on it, obviously you have scored a couple of more brownie points.
High Maintenance Resources
If you have Super stars in your team, have 1:1s with them on a bi-monthly basis. Super Stars are typically High Maintenance Guys. You have a better chance of growing if you know how to manage Super Stars.
Nothing comes free in the world ~ Common Sense
Get Rid of Bad Apples
If you have a non-performing resource or a bad apple who introduces lot of negativity, have some spine and remove them. Don’t just worry only about your billability. If you are the one who is bringing in the negativity, get rid of yourself from the team.
Be a Role Model.
- Don’t go give gyan to your team members, saying they need to work hard, get things completed on time etc. If your team members do not see you contributing to your project in a meaningful way there is no way they will listen to you.
- If your team members are working on a weekend or late night, sit next to them and give moral support. Show that you are really interested in the outcome of the project. Don’t inside your cabin and say I am giving moral support.
- Don’t give suggestions to your team members only when your manager is around. You may get a temporary mileage, but sure it will not last for long.
- Make sure you give the confidence, if there is anything which goes wrong you take the complete responsibility and protect the team.
Walk the Walk. Talk the Talk
TEAM – TOGETHER EVERYONE ACHIEVES MORE