Skills
Boost
The Team leads received clear instructions, which helped increase the speed of testing product hypotheses through improved team productivity, engagement, and motivation.
The leads learned to delegate tasks to the right people and moved away from the "I'm the boss, so I have to do everything" mindset.
The team leads developed a common management "language" that facilitates communication.
The leads learned to delegate tasks to the right people and moved away from the "I'm the boss, so I have to do everything" mindset.
The team leads developed a common management "language" that facilitates communication.
Long story short
Goal: to improve the management skills of development Team Leads
The leads grew from individual developers, as they were the knowledge holders.
As the team grew, the lack of management skills became more noticeable and had a negative impact on the business.
Insufficient management skills affected employee turnover (lack/minimal involvement in colleague onboarding, low motivation of current employees).
As the team grew, the lack of management skills became more noticeable and had a negative impact on the business.
Insufficient management skills affected employee turnover (lack/minimal involvement in colleague onboarding, low motivation of current employees).
Before
After
Context
With the development of the product and the growth of the team, there was a need to reconsider the organizational structure, employees' areas of responsibility, and reporting format. As long-standing career employees held a strong reputation among colleagues, they also served as knowledge keepers, leading to the attribution of leadership roles to them. However, their managerial potential and soft skills may have been at a low level.
More about the process
1
Defining the request
- Identifying the key issues that have the most significant impact on processes, teams, or the business.
- Developing a series of training sessions on basic leadership functions and prioritizing topics based on the identified issues.
2
Training process
- The training sessions were conducted online and included theoretical components, group work, and individual exercises. The training consisted of 8 sessions, each lasting 1.5-2 hours.
- At the end of the training, practical assignments were given, and the results were reviewed in an additional session after 2 weeks. The review could be in the form of a general meeting or within the working environment (e.g., the trainer participated in a motivational discussion between an employee and a manager, overseeing the progress of the meeting).
3
Assessment
- Testing the managers one month after the completion of the training through 1-on-1 sessions with the trainer and case analysis (addressing current work-related issues as well as potential tasks aligned with the company's immediate goals).
- Gathering feedback from colleagues and subordinates.
- Tracking performance indicators for employees who deviate from reference values and working on improvement during two-hour 1-on-1 meetings.
4
Outcome
- 6 out of 7 employees successfully completed the training.
- One employee had to be replaced.
Training Topics
- Basic Leadership Functions
- Setting SMARTER Goals
- Motivation and Hygiene Factors
- Demotivation and Its Stages
- Levels of Work Maturity
- Leadership Styles and Development Tools
- Types of Feedback
- Delegation and Reverse Delegation
- DISC Marston Model
- Motivational Conversations (1-on-1)
Results. What became possible:
- Team ManagementThe value of the team became more predictable as the Team leads started focusing on evaluating the effectiveness, motivation, and development of employees. The risks of sharp declines in productivity were reduced.
- Alignment with the BusinessGoal setting and task allocation within the team were synchronized with the company's development directions.
- Flexibility in Project ManagementTeam Leads learned to delegate, allowing for the testing of more hypotheses and new projects. This included launching initiatives that required skill sets different from those of the core developers and making changes to the company's structure.
Having a similar issue?
Contact us, and we will answer any questions, consider all your ideas, and determine how we can be helpful
We want to work together.
It's fun and effective!
It's fun and effective!
in
touch
get
Nice knowing you
hello@headshearts.co
