A manager has to ensure that the team has a clear roadmap with well-defined projects and deadlines.
To check this, managers can start by asking themselves:
When you think about how you want to lead your team at this moment, what are you optimizing for?
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Example: "I facilitate standups on Mondays and Wednesdays."
Sometimes, getting your team out of quicksand will require you to be more directive than empowering. Don't worry: we can still approach this in a way that drives buy-in and helps your teammates feel heard, and know they have autonomy. Sometimes, being directive is the most empowering thing you ca...
Describe your role in outcomes, rather than describing how you will do your work.
Example: Ensure the team has internalized the project's timeline
If you need to communicate to particular individuals first: Prioritize communicating with different folks based on how much their reaction or input will affect your future messaging
Identify what's changing about how the team is doing their work and what's staying the same
Before getting defensive, arguing, or shutting your teammate down, try spending five minutes using open coaching questions to understand where they are coming from:
What feels most important to you about this?
What is your gut telling you?
What one thing d...
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Start at the endpoint: What is the outcome you want and why? Leave the team some flexibility to develop the best way to get there.
Without a clear sense of what the team needs to accomplish and how a successful outcome will be defined, it's impossible to assemble the right group of p...
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