Category Archives: Employee Experience

EX: 3 steps to build A-Team

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I have been reading quite a bit about Employee Experience (EX) and Engagement (EE) and this has triggered a lot of thinking about my own position as a manager, a team leader, and a colleague.

As a manager, my efforts should be put towards building “A Team” – yes… “one team” and ideally the “A-Team”. It is a journey in itself, with various steps, some of them (but not all) are below.

1. Hire the right people

It all starts by whom I hire. If I hire smart and talented people, and provide them with the tools they need to do their job, they will certainly perform well, and I don’t need to worry about delivery, or coming in to cover for them.

2. Communicate clearly

Making sure I have a steady and clear cadence of communication is also extremely important. One that never lets the team forget about “why” they are doing what they are doing, “how” they are contributing to our success, and “what” they need to do to ensure continuous improvement.

It is crucial that I keep reminding them (and myself) of our many successes, which should be celebrated; our gaps, which should be filled; our constant challenges, which we should face with no fear and great determination; and the fantastic opportunities in front and ahead of us.

It is also very important to give them the company’s perspective – “why we are in business and offer our customers a particular set of products and services, “how” we can contribute to the success and growth of our customers, and “what” we can and need to do to help them achieve that.

3. Instill a feedback culture

Being able to implement a two-way feedback culture is one of my most important tasks. On one hand having a team of “Yes-man” is one of the biggest dangers for the business. They allow people to win arguments due to power or position, rather than the merits of opinion. And ultimately we will all be impacted by bad decisions.

On the other hand, if as a manager, I hold off giving tough feedback to one of my team members, I’m putting unnecessary pressure on myself, and the rest of the team, to cover for the poor-performing member, and I’m also cheating that person of a chance to actually improve.