"More than anything else talented people want to be in environments that both appreciate
and cultivate their talents." Scott Berkun
Collecting two key thoughts about teams and empowered project management. These two folks have changed my entire perspective on teams and management and passionate leadership. Even when we are not "managing" anyone, we are all project managing each other in our work. We manage up to get what we need from the executive leadership. And we cooperate across disciplines and business silos.
“What do you need from me in order to kick ass on this project?” — Kathy Siearra, Creating Passionate Users
From Scott Berkun: How to Manage Smart People …managers have many undocumented, unsaid,
but incredibly important, functions. They have more to do with enabling the happiness and productivity of the people that work for them than anyone else in the organization.
…he created an environment where good ideas rose to the top, further encouraging smart people to
want to contribute. The bossman made working for him feel like a proper relationship:
he got something from us, and we got something from him. I think that this kind of management
style requires more skill and savvy than a more hierarchical drill sergeant type of
manager.
More than anything else talented people want to be in environments that both appreciate
and cultivate their talents. Any successful manager of talented people has to come in
every day, in every meeting, and directly work towards making this happen. This doesn’t
mean coddling people, or denying the team’s goals in favor of making someone feel
good. Instead it’s about making actions and decisions that both clarify how people’s
talents apply to the team goals, and working to keep the team happy, motivated, and
focused in that application.
One practical way to overcome this [lack openness] starts with a meeting. The manager sets up a meeting
with the employee and opens a discussion about how they like to be managed. The manager
should explain the purpose of the meeting, and asking clarifying questions about what
the other person says. Generally, the manager should say little about their own opinions.
Zero. Zilch. Zip. Instead, their job is to listen, help clarify the other persons thoughts
and then go away and think about what they said.
First acknowledge that you have weaknesses, both in skills and in knowledge. Second, admit that you’re ignorance hurts not only the product or website, but the team itself. Third, get help in hiring experts for roles you are not familiar with, and go out of your way to involve them, and their perspective, in
your decision making process. Deliberately hire first rate strong willed people to represent
disciplines that you tend to undervalue. Force yourself to be on the top of your own
game, and to make sure it’s not bias and ignorance that drive you, but good judgment
refined by divergent perspectives.
references
Kathy Sierra: BrainDeath by Micromanagement
Scott Berkun: How to Manage Smart People
@jmacofearth
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