Podcast Summary
Managing a Small Team: Challenges and Solutions: Communicate effectively, show empathy, and continuously learn to manage team dynamics. Address behavioral issues with acknowledgement and growth opportunities, and set clear expectations for underperforming team members.
Managing a team, especially a small one, can be a challenging experience, even for those who have been high-performing employees. Julie Xu, Facebook's first intern and a former manager there, shared her experiences of feeling anxious and overwhelmed during her early management years. She made mistakes but learned to manage team dynamics. In this episode, she offers advice to listeners struggling with similar issues. One listener, a new director of a small nonprofit, shared her experience of promoting a senior employee who, while highly capable, came across as bossy and demanding. Xu suggests acknowledging the employee's strengths while addressing her behavior and providing opportunities for growth. Another listener asked about handling an underperforming team member. Xu advises setting clear expectations, providing regular feedback, and offering resources for improvement. Overall, the episode emphasizes the importance of communication, empathy, and continuous learning in managing team dynamics.
Misconceptions about leadership behavior: Encourage open dialogue and involve team members in decision-making to achieve better results and stronger relationships with new leaders.
Effective communication and understanding desired outcomes are crucial when dealing with a new leader exhibiting challenging behaviors. The speaker shares her experience of transitioning into a leadership role and the misconception that being bossy and demanding is an expected behavior. However, she learned that involving team members in decision-making processes and having open conversations about desired outcomes leads to better results and stronger relationships. When addressing the new leader's behavior, it's essential to have a clear definition of success and encourage open dialogue about desired relationships and working styles. By starting the conversation with a focus on shared goals and desired outcomes, the team can work together to find a solution that benefits everyone.
Addressing problematic leadership styles: Approach conversations with care, build trust, and provide open communication to help managers change their leadership style.
Addressing a manager's problematic leadership style requires careful consideration. Some managers may not be aware of their impact and can be made aware with open communication and feedback. Others may be aware but believe it's the only way they can be effective. In the third scenario, it might not be a good fit for the role. To encourage change, it's crucial to approach the conversation with care and a genuine desire to help the employee succeed. In small teams, direct feedback can be challenging, and building a culture of trust and open communication can help. Transparency about team tensions and the manager's understanding of the situation can also be beneficial.
Supporting employees through personal challenges: Managers should prioritize supportive conversations with employees dealing with personal challenges before providing professional feedback, and encourage open communication and constructive feedback within the team.
When there's tension or conflict within a team, it's important for managers to acknowledge the situation but avoid spreading unfounded rumors. If a manager notices that one of their reports is dealing with a personal challenge, they should prioritize having a supportive conversation with that employee before providing feedback on their professional performance. This conversation should focus on understanding the employee's needs and how the manager can support them during this difficult time. The manager should also encourage the employee to reflect on their management style and how it may be limiting their success in their new role. Additionally, the team as a whole could benefit from improving their communication skills and becoming more comfortable giving and receiving constructive feedback.
Managing an experienced team member: Managers should focus on outcomes and seek to understand how to better support experienced team members, earning their respect and potential learning opportunities.
It's common for a less experienced manager to have to manage a more experienced and older team member. This situation can be challenging, but it's important for the manager to remember their role is to get great outcomes from their team in a sustainable manner. Instead of feeling insecure, the manager should seek to understand how they can better support their team member and ask for their ideas on how to be more effective. By focusing on the job of a manager and striving for great outcomes, the manager can earn the respect of their team member and potentially learn from them. It's important for managers to not let their own insecurities limit the team's potential by avoiding hiring more experienced individuals.
Managers help stars expand impact and visibility: Managers can support, advocate, and provide opportunities for growth to expand star employees' influence and value to the company, leading to significant returns for both parties.
Managers play a crucial role in helping their star employees achieve greater impact and visibility within the organization. By providing support, advocacy, and opportunities for growth, managers can help their team members expand their influence and contribute more value to the company. This is particularly important in growing organizations where there is ample room for talent to thrive. However, even in smaller companies with limited resources, investing in the development of top performers can lead to significant returns by expanding the company's capabilities and creating opportunities for everyone. Managers should focus on providing great outcomes for their teams and coaching their star employees on stretch assignments, autonomy, and navigating the company environment, rather than just teaching them the nuts and bolts of their jobs. Ultimately, hiring and nurturing star talent is a win-win situation for both the individual and the organization.
Empathic managers address team members' unique challenges: Empathetic managers recognize individual struggles and foster growth through open communication and collaboration, even with limited resources.
It's important for managers to recognize and address the unique challenges faced by their team members, even if they don't have extensive resources to provide solutions. In the discussed scenario, a manager identified a woman's struggle with asserting herself in professional settings and devised a plan to help her improve, despite budget constraints. This approach demonstrates the value of open communication and empathy in the workplace. Moreover, the conversation emphasized the importance of recognizing and overcoming personal insecurities that may hinder growth, such as fear of being overtaken by a talented colleague. It's crucial to remember that a growing organization offers opportunities for advancement rather than a limited pool of positions. By fostering an environment that supports individual development and encourages collaboration, managers can help their team members thrive and contribute to the company's success.
Empathy and feedback for quiet employees: Empathize with quiet employees, provide constructive feedback, and encourage comfortable communication methods to help them build confidence and grow as leaders.
Empathy and feedback are key to helping a quiet employee grow and be seen as a leader. The letter writer's experience and ability to empathize with the employee's situation, as well as providing constructive feedback, can be valuable. Encouraging the employee to find more comfortable ways to share her thoughts, such as writing or using workplace communication tools, can also be effective. However, involving the whole team in the project may not be the best approach for a quiet employee who may feel self-conscious. While some may argue for a more direct approach like a big presentation, others believe that baby steps and gradual improvement may be more effective. Ultimately, it's important to find a way to help the employee build confidence and develop the skills they need to succeed.
Approaching feedback with positive intentions: Lead with positivity, acknowledge strengths, consider motivation, address development areas during hiring, encourage goal setting, provide resources, and create a supportive environment.
When giving constructive feedback to an employee, it's essential to approach the conversation with the intention of helping them grow and succeed. Leading with positive intentions and acknowledging their strengths can make the conversation more productive and less intimidating. If an employee seems hesitant to improve in a particular area, it's important to consider their motivation and potential for growth. Delaying feedback until after hiring may not give the employee the best start, so it's recommended to address development areas during the interview process. Managers should encourage employees to set small goals, provide outside resources, and create a supportive environment for improvement. Overall, approaching feedback with a positive and supportive attitude can lead to better outcomes for both the employee and the organization.
Leading with Consent: The Importance of Asking for Permission: Consent is crucial in leadership. Respect people's autonomy, involve them in decision-making, and foster trust for better outcomes.
Learning from this episode of Dear HBR is that consent is crucial in leadership. Julie Zhu, a former vice president of design at Facebook and the author of "The Making of a Manager," emphasized the importance of getting permission before making decisions that affect team members. This principle applies not only to managers but also to everyone in a leadership role. The conversation between Julie, Alison Beard, and Dan McGinn highlighted the significance of respecting people's autonomy and involving them in decision-making processes. As a listener, it's essential to remember that leading with consent fosters trust, builds stronger relationships, and ultimately leads to better outcomes. If you enjoyed this episode, please share it with your network and leave a review on your favorite podcast platform. For more insights on leadership, visit hbr.org for a wealth of resources, including podcasts, articles, case studies, books, and videos. This episode was produced by Kurt Nikish, Anne Sani, and Anna Bates, with music by Koma Media. Special thanks to our team and you, our listener, for tuning in. We'll be back next week with another insightful conversation on leadership from Harvard Business Review.
