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Resilient Management

Table of contents

Chapters

Introduction

  • Stages of group development.

    • Forming: new group comes together.
    • Storming: starting friction.
    • Norming: individuals begin to resolve differences.
    • Performing: effective, flow state.
  • Groups (or group changes) can restart this process.
  • Skills: human growth and resiliency skills.

Meet your team

  • Foster trust: understand each other, person needs, preferences and approaches.
  • Learn about teammates differences.
  • Humans core needs: BICEPS

    • Belonging.
    • Improvement.
    • Choice.
    • Equality (information, resources).
    • Predictability (balance in changes).
    • Significance.
  • Share BICEPS with teammates to see how they fit.
  • First 1:1 questions are great to start knowing BICEPS of your reports.
  • Grumpiness questions are very relevant:

    • What makes you grumpy?
    • How will I know you’re grumpy?
    • How can I help you when you’re grumpy?
  • They will help to know best times for 1:1’s, autonomy and how the team tackle the work.
  • Feedback and recognition are good key questions for initial 1:1.
  • Get to know early how reports prefer to receive recognition, when and if public or private.
  • Goals and support are related to how to get things done.
  • Goals for 1yr, 9m, 6m, 3m.
  • What does the report need from management, peers and teammates?
  • Why and what is the most valuable thing in 1:1 for report? Ask and discover this.
  • Wordy growth question for long term growing (discover how the report wants to grow).
  • How the ICs treat themselves? It is the most important question for initial 1:1 because you might need it along the way.
  • All these questions can give you a great picture of your team.
  • It’s also important to let the team know you. Name behavior and improve together.
  • What are you optimizing for? I do for vision, mentoring and feedback delivery.
  • Tip: optimize for long-term relationships. Align 1:1 work with current role and future roles in career perspective.
  • Share a summary of MadLib with reports in initials 1:1 (my answers as a manager):

    • What do you optimize for?
    • What do you hope teammates will lean on you for?
    • What management skill are you working on learning or improving?

Grow your teammates

  • Managers should help grow and support the team progress.
  • For different hats:

    • Mentoring: help the other person overcome a roadblock. Problem + solution. What would I’ve done.
    • Coaching: asking open questions, reflecting. “What” questions. Repeat back. Choose when helping somebody.
    • Sponsoring: helping others reach next level. Take advantage of the many moments to do it.
    • Delivering feedback: combines mentoring, coaching, sponsoring. Sometimes it exists as a formal process in the company. You need to deliver both positive and negative. Depends also on organizational structure.

The best feedback is specific, actionable and delivered in a way that ensures the receiver can actually absorb it.

  • Use some framework as SBI (situation, behavior, impact).
  • Write down SBI before conducting feedback session.
  • Impact can be frame in terms of something that the person cares about.
  • It’s better to avoid making the person feel threatened.
  • It is critical for your team to also know how to give proper feedback. Use sponsoring, coaching and mentoring!
  • To deliver third party feedback, you need to search for something you can own too.
  • 1:1 objectives:

    • Build trust.
    • Gain shared context.
    • Plan out and support career growth.
    • Solve problems.
  • Feedback could not work. Moving to other team could. Beware not to pass a problem.
  • Set clear expectations about how to ship, how to hit goals and how to level up.

Set clear expectations

  • Need to define shared expectations to reach organization goals.
  • Document team-wide expectations. Do it with the team.

    • Roles, vision, responsibilities, how to collaborate, communicate.
  • Roles & responsibilities:

    • Humans benefit from clarity in day to day operations.
    • Two tools: responsibility assignment matrix and Venn diagrams.
    • Important also: ladder, skills matrix, job descriptions.
    • RACI matrix (responsible, accountable, consulted, informed). Per project or task.
    • Venn diagram: use it to define responsibilities in cross functional teams. Iterate, share and modify. Should evolve during time. Can be used in many different roles.
  • Vision:

    • VMSO statement is the North Star of every company. Vision, Mission, Strategy, Objectives.
  • Onboarding live doc is important as team practice.

    • Put regular meetings, syncs, VMSO, project status, etc.

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