Effective communications, enabling success, and building teams include well-worn ideas. Working these into habits can still improve yourself, your team, your organization.
A consistent way to succeed is also a simple one – Tell folks what you’re planning to do, do it, then let folks know what you’ve done. It’s effective and ensures nothing gets too far afield before it’s caught and corrected.
Communication is paramount. By encouraging communication, you encourage cooperation.
- Reading and answering email
- Returning calls
- Not leaving too much detail in voice mail; noting when, where and how you can be reached and when you’ll call back
Maybe less obvious: Note how you prefer to communicate. Be flexible in considering others’ preferences.
Meeting in-person allows for nuances and serendipity. It’s the best way for new folks to learn about one another. Meetings allow for multi-party back and forth. It’s also the most time-consuming and coordination-intensive. Meetings need active management to be kept productive.
Phone calls are personal through putting voice to name. A conference call can keep a team attuned with events. A call is intimate and immediate because good phone calls are all that’s happening for the duration of a call. They take coordination, too.
Email allows for more thoughtful response. They can be written, sent, received, and read on individuals’ schedules. They can cover detailed information and provide a record for same. They miss out on personality. Beyond facts, they can be tone-deaf.
IM can be great for one-on-one and small-group communication. “Presence awareness” – who’s online and reachable – gives this mode a leg up on email and the phone. Messages can be disruptive, and the expectation that they’re responded to immediately creates pressure and difficulties for those who are in a work zone or mid-conversation with others.
Meetings are important they’re a great way to share information with a wide group, foster conversation. and speed the question and answer process. Actively managing them will improve their effectiveness.Schedule lengths; posit an agenda; request feedback before the meeting; stick to the agenda’s focus. Manage meetings to scheduled length and agenda. Recall that when five people are in an hour-long meeting, that’s five hours spent.
- Share the overall vision with the team
- In smaller groups and with individuals, tailor that vision to their areas of participation
- Note where individual contributions fit into the overall strategy
- Be aware of sensitivities, yet opt for openness
Say Thank You.
- Dollars are a great way to say Thank You
- Time off is a great way to say Thank You
- Saying “Thank you” is a great way to say thank you – This one’s no-cost and often overlooked.
Injecting new thinking into existing organizations, from within the organization itself, is difficult. Even when the need for “thinking different” is plain, entrenchment – of process, people, expectation – make diverging from set paths a chore. One entrepreneurial speaker is seeing an encouraging trend:
Eric Ries, the driving force behind the “lean startup” movement, which encourages high efficiency and meticulous metrics tracking within entrepreneurial ventures. Ries … noticed a trend among some of the people attending his talks. Many managers from large companies were coming to his sessions to learn what they could, because, as Ries discovered, the principals of lean startups can exist within larger corporations that are attempting to innovate.
Efficiency and metrics tracking – and you can’t achieve one without the other – shouldn’t be solely the realm of the entrepreneur – they’re core to any successful business.
Companies could also benefit … by inspiring their existing employees to be innovative, instead of wrangling up entrepreneurs from a startup, which would save them money in the end.
New ideas presented from within an organization can be met with derision, resentment and the entrenchment mentioned above – the reason there’s a consulting industry generally isn’t because organizations don’t have the talent and ideas aboard already. In my experience, those things usually *are* there. The reason outsiders are brought in is to help those ideas get a foothold and succeed.
It’s almost unfortunate, but many times outsiders are brought in because insiders haven’t gotten it done. It’s not that they weren’t capable; it’s that they didn’t. Without assistance, there’s little to reason to believe this will change. So “fresh eyes” come in to help. Those new perspectives can be brought in even from other parts of the larger organization – the point of the exercise is to make time to think specifically about what your processes are, why they are that way, and what the team can do to improve them.
The bit about alchemy is mostly true – especially when a larger organization works to consume a smaller, more entrepreneurial organization in whole, it can create a lot of friction without creating the intended value: The good ideas both sides bring are lost to disdain.
Encouraging efficiency and the importance of metrics – “data-driven decision-making” – would improve chances of an organization actually synthesizing what an acquired team had to offer. Putting a framework around how existing team members can be innovative within the organization would make any injection of new ideas that much more welcomed and effective. Then the “fresh eyes” have their best shot at ensuring everyone’s successful.