"They all has issues but to be fair they should have been able to sort them... I didn't want them at my door all the time. (i.e. closed door vs open door
More so involve/empower/trust than just be in touch?
Key concepts
Micro-M low trust
= low engagement
Lack of empowerment
Poor communication methods
Management as opposed to leadership
Made a point of really listening so I
could really identify what was going on
The “Golden Rule”
When in doubt, remember the “golden rule,” which says to treat others the way you would like to be treated. In all its many forms, the golden rule incorporates human kindness, cooperation, and reciprocity across cultures, languages, backgrounds and interests. Regardless of where you travel, who you communicate with, or what your audience is like, remember how you would feel if you were on the receiving end of your communication, and act accordingly.
Together we set the project goals and came up with the timeline
Key concepts
Shared responsibility
Shared goal setting
Visible and transparent
Empowerment
Team/collective
relationship building
Also you are subtly suggesting micro-management here - you could take this a step further i.e. daily reporting on progress - also implies lack of trust to make it more explicit. I'm thinking the variation here comes with trust and empowerment thereby the team voluntarily seeks feedback vs being forced to comply in a sense (waffle, waffle, waffle)
Text entry here in between.
Nahine: Kia ora Kalei. I was asked to meet with you to discuss the outcome of a recent project you lead. It was your first big project as team leader. How did it go?
Main topic
Kalei: Kia ora Nahine. It was challenging and exhilarating at the same time.
Nahine: That sounds interesting. What was the outcome?
Kalei: We made the deadline! It was touch and go sometimes, but we did it. I would not have been able to pull this off without the complete support from my team.
Nahine: How did you manage to get their buy-in?
Kalei: Because I was part of the team before I became its leader, I had a good understanding of every team member's strengths. So after I decided what could work best, I spent time with each individual member of the team and discussed the project and their contribution to the outcome of the project.
Nahine: Did they like the way you approached it?
Kalei: Yes. Showing them that I saw and recognised their strengths, it gave them courage to take the project to the next level.
Nahine: How did you put the project together in the end?
Kalei: I met every week with each member personally. In these meetings it was also a good time to find out if they needed any other support. We also had a big meeting closer to the deadline to put all the pieces together. It was really fun to see the project come to life.
Kalei: As a team we came together, set the project goals and came up with a timeline. In the process we were able to draw from each member's experience and expertise to put a great plan together.
Nahine: How did you keep track of the project?
Kalei: We checked in every 7 days and I did a reconciliation of the project goals every 14 days. In that way everyone knew how they were tracking in the project and could ask for support where needed.
Nahine: Supporting your team in this way seemed to have worked well.
Kalei: Definitely. I can't wait for the next project.
Kalei: Kia ora Nahine. It was a disaster. I never want to do that again.
Nahine: So sorry to hear that Kalei. What happened?
Kalei: We missed the deadline. Even though I tried to keep everything together, we were all over the place.
Nahine: Let's look back at what happened and maybe you can see where you can do better the next time. How did you decide to approach the project?
Kalei: Because I am new to leading the team, I decided I had to make my mark as a leader and lead from the front. Leaders lead, and they have to make sure their followers follow.
Nahine: How did you decide to do that?
Kalei: I decided who takes responsibility for what part of the project in the team.
Nahine: How did your team feel about that?
Kalei: They all had issues but to be fair they should have been able to sort them... I didn't want them at my door all the time. I scheduled a meeting a week before the deadline to make sure that we can put all the individual parts together though.
Nahine: Communicating in this way did not work this time, did it?
Kalei. No it didn't. I will take a completely different approach the next time.
Nahine: How will you do it differently if you get another chance?
Kalei: I had very little buy-in from the team because I decided who does what and by when. Next time I will try a more cooperative and empowering approach.
Kalei: I decided who takes responsibility for what part of the project in the team.
Nahine: How did your team feel about that?
Kalei: They all had issues, but to be fair they should have been able to sort them... I didn't want them at my door all the time. That's when I decided to add some project milestones to make the team stay on track.
Nahine: Did the team members stay on track when you checked in at the milestones?
Kalei: I had to communicate harshly sometimes. When I instituted daily reporting we started falling behind even more.
Nahine: How will you do it differently if you get another chance?
Kalei: I had very little buy-in from the team because I decided who does what and by when. Next time I will try a more cooperative and empowering approach.
