Have you already started archiving old traditional presentations, choosing a more agile way to share information with your team?
Good: your path to efficiency has just begun.
Let’s continue the discussion on golden rules to imitate small teams and make even large workgroups leaner and faster.
It is undeniable that small teams are more united and close-knit. How do they do it? Simple: they all know each other and spend more time in contact, both with each other and with the manager of the reference. Day after day, project after project, team members learn the strengths of each resource and develop trust and a sense of belonging. Even the leader, physically closest to each employee, favors the creation of close ties and can give each member of the group the right attention.
How to replicate it in large groups of Big Companies? Organizing moments of exchange – such as one-to-one meetings and staff meetings – and opportunities for recreation and knowledge even outside the four walls of the office.
Trust and harmony will speed up processes and make sharing and approvals less cumbersome.
The processes of large teams are all a little alike: each step must be endorsed and approved by an indispensable member, who must have time to evaluate and study the situation. It is difficult to ask him for speed, when the same member is involved in dozens of initiatives and has to take part in as many work tables, carrying out numerous activities. You will understand that the misstep is just around the corner and that, when a project slows down, they correspond to rubber bands for all the others.
How to streamline flows? Taking every activity to a smaller scale, and thus reducing the risks associated with large processes. Also make sure there are no essential members, which can represent a bottleneck for the project.
You have finally found a date on the agenda-free for everyone: today is the big day in which the project stakeholders will be around a table to decide how to proceed with the activities.
Realistic? Absolutely not: some participants in the meeting are not in the room, but are connected remotely – “I don’t hear well, the line keeps dropping …” – others failed to come and sent an assistant – “I will report everything to my manager and I will let you know any of his feedback ”- others did not read the introductory document that you had attached to the meeting and, therefore, arrived completely unprepared for the meeting.
How many times have you found yourself mired in such muddy, completely unproductive processes?
It’s time for a change, imitating small groups: shorten and clarify the decision chain, by defining in advance what choices a single member can make alone, which require team consent and which leader endorsement. Putting these cardinal principles in black and white, stimulate the group to decision-making, instilling a sense of individual responsibility.
Break up projects
Last, but not least, to tackle big projects without being engulfed by big decision-making processes – which add, meeting after meeting, new members to the work table, stakeholders, steps and tasks – segment the task into individual areas and give each group freedom of decision and a deadline. Working by unit, rather than in full sharing, facilitates the closure of the individual aspects that make up a great project, ensuring compliance with deadlines.
Simplicity, trust and readiness for action are the keys to making even a large workgroup effective: do as the little ones do, close the presentation document and take to the field. You will come back as a winner!