MANAGING in the

NEW WORLD

Managing Teams

With remote working an increasing reality, companies are having to tweak their HR systems accordingly to cater to them. There are a few mistakes which must be avoided at all costs while dealing with such remote teams. One such is an inability to evaluate the remote team’s performance. There are several ways to fill this gap in the vital business intelligence. Weekly feedback must be regularised. The same applies to quarterly reviews. Periodic teleconferences must be held. But importantly, even on daily basis, touch point must be maintained for regular communication. Another mistake is not communicating the expectations from the team. This should be regulated through weekly task deadlines, monthly or quarterly goals and a time commitment. A sense of ownership needs to be inculcated with the project. Company support needs to be extended towards troubleshooting and tech issues. A contact tree must be provided with details about people concerned and their contact information. Another mistake is not using relevant platforms that are available for remote working. Examples of these are Ace Project, Evernote, Microsoft OneNote, Google Drive, Trello, Asana, Dropbox and Bitrix 24. Another failing is an inability to get face time which can be rectified suing Skype, Web Ex or Google Hangouts. Finally, social networking platforms such IGLOO, Face Time, Mango Apps and Yammer as must be used to the hilt.

Source:https://www.forbes.com/sites/yec/2017/07/06/five-mistakes-to-avoid-when-managing-remote-teams/#5437c7409d43

Uploaded Date:14 July 2017

When executive coaching first began, it was meant only for the top management to redress some minor specific flaws the leader may have. It later evolved to be called leadership coaching as it focussed not only on the very top but also on the pipeline. Now coaching is becoming an essential part of management training, and instead of being a one-on-one event, it now involves an entire team. Specialized coaches are now being involved in group collaborative assignments. The biggest advantage of their presence is that employees now learn to make up for each other’s professional flaws. Conflict are now handled far more effectively. Productivity experiences a steep growth. The succession planning to create a workforce pipeline gets done easier. It is also a more long-lasting approach to team building than Esprit-de-corps exercises held at company retreats or gatherings.

Source:https://www.forbes.com/sites/forbescoachescouncil/2017/06/28/four-reasons-your-leadership-coach-could-also-benefit-your-team/#745a21bd69ba

Uploaded Date:05/07/2017

 

Being a manager does not imply any popularity contest. There will be hard decisions which need to be taken, particularly tough for newly minted managers. A combination of being hard and softheaded is needed. A key parameter for test of talent management skills is to understand the capabilities, working style and personality of each individual within the team. The manager should understand that while temporarily the morale may go down by pointing out some flaws, in the long run it may be beneficial to weed out mistakes. But this judgement of others’ performance must not be too hasty. So right from the outset, the manager must highlight his/her standards aspired. Some may fall by the wayside, but those who wish to comply to the standards, will need to be facilitated to be fast-tracked to such levels. This may involve layers of corporate training, peer coaching, feedback sessions or other supportive steps.

Source:https://hbr.org/2017/06/how-to-handle-underperformers-on-a-team-you-inherit?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=17463422&spUserID=OTY0OTMwNTk5NwS2&spJobID=1041158494&spReportId=MTA0MTE1ODQ5NAS2

Uploaded Date:05/07/2017

 

In traditionally managed teams or organizations with hierarchical structures, any conflicts within the team get escalated to the leader to resolve. It could involve shifting of deadlines for least priority projects, any co-worker not being efficient enough or about some feedback needed on work. For modern organizations working with a flat structure, this does not apply as the conflicts need to be resolved internally with minimum outside intervention. For this, open communication within the team is necessary. A system known as Poker Planning may be used for this. Here dissenting voices are actually encouraged to come up with their viewpoints, followed by a vote on all major suggestions drafted. This technique is very popular among software developers but maybe used by others as well. Unlike the traditional teams, here the onus on talent management is on the members themselves so they need to understand that accountability needs to be held firm. A system of “blameless postmortem” ought to be applied where each failure is scrutinized to improve performance, not to pin the blame on any individual. One may even have such discussions with other teams within the organization. Any problem identified needs to be quantified to analyze the true impact of the situation. This encourages creative solutions to be devised and enables alignment around the main issue at hand.

Source:https://hbr.org/2017/04/how-self-managed-teams-can-resolve-conflict?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=17026575&spUserID=OTY0OTMwNTk5NwS2&spJobID=1001450638&spReportId=MTAwMTQ1MDYzOAS2

Uploaded Date:05/07/2017

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