Successful lane switching is about more than just knowing when and where it’s okay to switch — what you do as you return to working on your assigned tasks also matters.
As leaders are not yet omniscient, status update check-ins are important, especially in times of change. These check-ins can be done one-on-one or, if the situation is sufficiently stable, take the form of team huddles with rapid-fire status updates.
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As teams are increasingly working in more fluid and interconnected multiteam arrangements, it’s common for leaders and members to be tempted to manage the other teams that influence their input or output.
But it’s unlikely that a team leader will have a detailed enough understanding of the precise situation another team is facing to jump in and immediately lead effectively. It’s even less likely that a member will have sufficient knowledge of both teams’ situations and be able to manage the change in information flows (like who gives directions or who needs to be updated).
Leaders and members should be wary of adding more change to a rapidly changing situation.
In a turbulent environment with intense volatility, uncertainty, workload, and urgency, it’s important for both leaders and members to stay in their respective lanes and maintain the expected flow of information. In these settings, things are changing so fast that by the time an individual switches back to their assigned tasks, they’ve lost situation awareness and contributed to the chaos and confusion.
Physical presence does play a large part in moving our projects forward. Managing a project remotely requires a diligent and transparent approach to keep track and maintain the various tasks, deadlines and processes.
It's important to deploy a project management tool, assigning each different task to all the team members. Have regular check-ins and status update meetings. Having a singular place for distributing information ensures that team members do not complain that they were not updated or didn’t know where the specific file was.
Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards
According to a 2021 study conducted by Indeed, 52% of employees say they are burnt out. Either from working longer hours or an inability to unplug from their daily work tasks.
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