Learn how to manage team dynamics, handle tensions in a nonprofit team, navigate feedback in small teams, manage someone older and more experienced, and address concerns and develop skills in this entertaining podcast.
Managers should openly share their personal areas for improvement to create a culture of learning and self-development within the team.
Managing a team requires recognizing and embracing the multifaceted nature of individuals and understanding that there is no one-size-fits-all approach to leadership.
Deep dives
Leading Small Teams: Balancing Authority and Relationships
The podcast episode discusses the challenges of leading small teams and offers insights from Julie Zoo, the Vice President of Design at Facebook. Zoo shares her experience transitioning from an engineer to a manager, highlighting the anxiety and imposter syndrome she initially felt. She emphasizes the importance of defining desired outcomes and addressing any issues related to bossy or dismissive behavior. Zoo also mentions the need for managers to engage in open conversations with team members, understanding their values and blind spots. Overall, the episode offers guidance on building effective leadership styles within small team dynamics.
Managing More Experienced Employees
In this part of the episode, the focus is on a manager who feels insecure about leading an employee who is more experienced and older than him. The podcast highlights the importance of recognizing the strengths of the employee and emphasizing the goal of achieving great outcomes for the team. It suggests the manager actively support the employee's success by providing opportunities for growth, such as stretch assignments and project ownership. Additionally, the episode discusses the potential benefits of creating a culture that encourages feedback and collaboration among team members. It concludes by emphasizing that a successful team includes members who excel and progress in their roles.
Developing Executive Presence and Communication Skills
This part of the episode explores the dilemma faced by a manager whose direct report struggles with owning the room and command presence. The podcast suggests strategies to help the employee overcome these challenges, including setting small goals and seeking opportunities to practice public speaking and expressing ideas. The manager is encouraged to have an open and supportive conversation with the employee about her strengths and areas for improvement. Additionally, the episode recommends providing resources and external training options to help develop executive presence. It also mentions the possibility of involving the team in giving constructive feedback if the employee is comfortable with it.
Supporting and Empowering Employees Through Feedback
In this part of the episode, the focus is on the manager's role in providing constructive feedback and support to employees. The podcast highlights the importance of having open and honest conversations with employees, emphasizing the intent to help them succeed and grow. It suggests discussing specific areas of improvement while acknowledging the employee's strengths. The episode also stresses the need to create a safe and supportive environment for employees to feel comfortable receiving feedback and taking risks. It concludes by encouraging the manager to help employees find resources and create opportunities for development, even in a small firm with limited training budgets.
Do you have a hard time managing team dynamics? Dan and Alison answer your questions with the help of Facebook executive Julie Zhuo. They talk through what to do when your subordinate is bossing around others on the team, a star performer you’ve hired threatens your status, or you want to help an underperforming team member.
From Alison and Dan’s reading list:
HBR: Make Sure Everyone on Your Team Sees Learning as Part of Their Job by Kristi Hedges — “A good starting point is simply to talk about your own development. When managers open up about their personal areas for improvement, it becomes more acceptable for everyone else to do the same. Ask yourself: What skills are you most excited to develop? What areas do you need to grow the most in? What insights have you found helpful in accomplishing these goals? Then share your answers with the rest of your team.”
Book: The Making of a Manager: What to Do When Everyone Looks to You by Julie Zhuo — “Running a team is hard because it ultimately boils down to people, and all of us are multifaceted and complex beings. Just like how there is no one way to go about being a person, there is no one way to go about managing a group of people. And yet, working together in teams is how the world moves forward. We can create things far grander and more ambitious than anything we could have done alone.”
HBR: How to Manage Your Former Peers by Amy Gallo — “Becoming the boss is an exciting transition, but it can also be a nerve-wracking one. This is especially true if you are now managing people who used to be your peers. You need to establish your credibility and authority, without acting like the promotion’s gone to your head.”
HBR: How to Manage Your Star Employee by Rebecca Knight — “Superstars can generate team tension. Perhaps they expect performance equal to theirs from others, or peers are jealous of their abilities and treat them differently than everyone else. You can’t control others’ emotions, but you do have a say in the way they act.”
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