If you agree with a philosophy that each team is unique and so should be the way they work, and let’s say you decided to embark on a path of working with your team to design the best process for you. You would start with getting into the right mindset…

In my previous post, I shared my opinion that each team is unique and needs a process that matches its dynamics, stage of life and character. That’s all great, but how do you go about putting something like this together? Here are a few tips to help you get started …

Do you know the forming–storming–norming–performing model of group development? I find it very ironic that, while it is essential to the survival of a new company that its team gets to the state of productivity, like yesterday (ideally waaaay before the funding runs out), many early startup teams get stuck…

From many years of observation and my own experience, I know that many startups struggle with right-sizing the amount of process they put in place and, as a result, over-complicate the way they work. On the one hand, having no framework at all will sooner or later result in chaos…

Little Habit # 3 — Make sure you actually told them Companies talk a lot about the need for good communication. Yet it’s super-common (especially for overworked managers in startups or Accidental Managers) to not tell the team about the things they need to know. Managers either mean to share…

Little Habit #2 — Communicate the ‘why’ Another super-common thing I see Accidental Managers often do is telling people what to do and even how to do it instead of explaining the why: what is the goal or problem to be solved or the context surrounding the request. For starters…

Little habit # 1 — Who is in charge of what? It’s common for business leaders to start getting frustrated with the team that ‘just can’t get anything done.’ I invite you to explore the possibility that it might be something your management is doing or not doing that brings…

As I explored in my previous post, some people end up in leadership roles unplanned. I call them Accidental Managers. Often, decisions like the business founder taking on management work or promoting an early employee are made almost unconsciously, because they seem like quick, easy and cheap options. Ironically, taking…