Leading a new team effectively is hard.
Your playbook to win Week 3 — and beyond:
Your playbook to win Week 3 — and beyond:
No one has pictures of their kid's 11th day of school.
And no one remembers their third week leading a team.
Which is surprising,
Because this is when shit gets real.
And no one remembers their third week leading a team.
Which is surprising,
Because this is when shit gets real.
1/ Run vs. Improve
You're flying the plane while fixing it. Tricky.
Run
-> The operations (flying): your core business.
-> This is the last thing to bobble or drop.
-> Add controls, so you don't crash.
Improve
-> The projects (fixes): need positive ROI.
-> Choose to...
You're flying the plane while fixing it. Tricky.
Run
-> The operations (flying): your core business.
-> This is the last thing to bobble or drop.
-> Add controls, so you don't crash.
Improve
-> The projects (fixes): need positive ROI.
-> Choose to...
2/ Get a Win
Survive today and go big later.
Right now, you want points on the board.
You ego: "Give me something big or new."
Don't fall for it:
-> Biggest issues are unsolved for a reason.
-> New opportunities sit in an invalidated pile.
Pick something real & doable.
Survive today and go big later.
Right now, you want points on the board.
You ego: "Give me something big or new."
Don't fall for it:
-> Biggest issues are unsolved for a reason.
-> New opportunities sit in an invalidated pile.
Pick something real & doable.
3/ Contextualize Your Challenge
The state of the team suggests your strategy:
New -> Make something from nothing
Thriving -> Accelerate from good to better
Consolidation -> Build harmony in 2 becoming 1
Reboot -> Jumpstart both morale & results
But careful not to confuse...
The state of the team suggests your strategy:
New -> Make something from nothing
Thriving -> Accelerate from good to better
Consolidation -> Build harmony in 2 becoming 1
Reboot -> Jumpstart both morale & results
But careful not to confuse...
4/ Level vs.Trajectory
The work:
-> Every team has problems
-> Add them up clearly to know the state
The people:
-> You need performance at your target level
-> Don't confuse "getting better" with "what's needed"
Judgment is the job.
So ask: will the gap close fast enough?
The work:
-> Every team has problems
-> Add them up clearly to know the state
The people:
-> You need performance at your target level
-> Don't confuse "getting better" with "what's needed"
Judgment is the job.
So ask: will the gap close fast enough?
5/ Set a Cadence
Consider:
-> Natural rhythm of the work (sprints vs ongoing).
-> Current working norms of the team.
-> Corporate cycles.
Build the minimum you need to:
-> Develop your people
-> Support their work
-> Build the culture
Tip: Adjust based on your confidence
Consider:
-> Natural rhythm of the work (sprints vs ongoing).
-> Current working norms of the team.
-> Corporate cycles.
Build the minimum you need to:
-> Develop your people
-> Support their work
-> Build the culture
Tip: Adjust based on your confidence
6/ Remote Possibility
Remote teams allow you to interact asynchronously with the increased chance of unintentionally sinking.
Habits you could smooth over with drop-bys and accidental kitchen chats don't happen online.
5x your intentionality if your team's remote.
Remote teams allow you to interact asynchronously with the increased chance of unintentionally sinking.
Habits you could smooth over with drop-bys and accidental kitchen chats don't happen online.
5x your intentionality if your team's remote.
7/ Delegate to Grow
Delegation ≠ Dumping
Be a matchmaker -> Match work to their superpower
Be an engineer -> Empower them to fix & automate
Be a coach -> Offer well-sized stretch projects
And...
Be their fan
-> Support them if they struggle
-> Believe in them before they do
Delegation ≠ Dumping
Be a matchmaker -> Match work to their superpower
Be an engineer -> Empower them to fix & automate
Be a coach -> Offer well-sized stretch projects
And...
Be their fan
-> Support them if they struggle
-> Believe in them before they do
8/ Delegate to Win
Delegation 101:
-> Push menial tasks to subordinates.
-> Have them do sufficient work your way.
Delegation 201:
-> Push menial tasks to computers.
-> Align them to do excellent work their way.
Tip: Important + Urgent signals that your system is too reactive.
Delegation 101:
-> Push menial tasks to subordinates.
-> Have them do sufficient work your way.
Delegation 201:
-> Push menial tasks to computers.
-> Align them to do excellent work their way.
Tip: Important + Urgent signals that your system is too reactive.
Feel like we skipped a couple of steps?
Maybe you missed the first two weeks:
Week 1 Playbook (11,493 Likes):
Week 2 Playbook (3,865 Likes):
Maybe you missed the first two weeks:
Week 1 Playbook (11,493 Likes):
Week 2 Playbook (3,865 Likes):
I'm building something for you:
-> 8 weeks of playbooks
-> Supported by Notion templates
-> With live problem-solving workshops
Want early access?
-> Please RT the first tweet
-> Subscribe to my MGMT newsletter - I'll announce early access there
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-> 8 weeks of playbooks
-> Supported by Notion templates
-> With live problem-solving workshops
Want early access?
-> Please RT the first tweet
-> Subscribe to my MGMT newsletter - I'll announce early access there
getrevue.co
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