I’m continuing to read an Elegant Puzzle and chapter 3 had some good considerations regarding defining teams and groups during a reorg that I think are good guidelines for building teams more generally:
- Consider team sizes and management spread.
- Can you write a crisp mission statement for each team?
- Can you define clear interfaces for each team?
- Can you list the areas of ownership for each team?
- Is each responsibility owned by a team?
- Would you personally be excited to be a member of each team, as well as to be the manager?
- Put teams that work together close. Especially if they work poorly. This minimizes distance for escalation, and reduces info gaps.
- Are there compelling candidate pitches for each team?
- Are you over-optimizing on individuals, vs establishing a sensible structure?
And, 5 minute media training:
- Answer the question you want to be asked - re-frame a difficult or challenging question into one you’re comfortable answering. Don’t accept a question’s implicit framing, take the opportunity to frame it yourself.
- Stay positive - especially when it comes to competitors and controversy.
- Speak in threes - three concise points, continue to refer back to them.
Chapter 4 - philosophy for management. This is the author’s philosophy:
- The golden rule makes a lot of sense
- Give everyone an explicit area of ownership they are responsible for
- Reward and status should derive from finishing high-quality work
- Lead from the front, never ask anyone to do something you wouldn’t
- Management is an ethical profession, so remember that your actions have a profound impact on those around you
- Strong relationships are greater than any problem
- People over process - “with the right people any process works, with the wrong people no process works”
- Do the hard thing now - double down on the hard parts, don’t avoid them
- Do the right thing for your company, your team, yourself - in that order
- Think for yourself
These are pretty reasonable personal philosophies of leadership.