Crafting Team Success: Five Engagement Models for Design Leaders
During my interactions with new managers and mentors, a common inquiry emerges: “What strategies can be employed to effectively manage a team?” Questions like, “How do I enhance communication and engagement with my team?” and “What types of sessions are beneficial for team development?” frequently arise. These nuanced inquiries lack one-size-fits-all answers, as effective team management depends on individual dynamics, trust-building, active communication, and a genuine commitment to growth.
Addressing the need for more tangible guidance, particularly within the realm of design teams, I aim to shed light on five distinct engagement models. These models serve as tactical frameworks, providing actionable insights to foster team development and success.
1:1 Session
The cornerstone of effective team management is the 1:1 session, a dedicated time slot usually lasting 30 or 45 minutes, held on a weekly or bi-weekly basis between a manager and a direct report. This time is exclusively reserved for the team member, providing them the autonomy to drive the agenda. Encouraging your team to take charge of the topics discussed fosters a sense of ownership and empowerment.
When asked how to utilize this time, my response is consistently, “This time is primarily for you — an opportunity to clarify doubts, ask questions, and provide updates.” However, it’s not uncommon for managers to bring pertinent updates and questions to enrich the conversation. The 1:1 session covers a broad spectrum of discussions, including goal-setting, progress reviews, action items, follow-ups, and the exchange of constructive feedback. It serves as a platform for collective problem-solving when team members encounter obstacles.
Beyond the professional sphere, the 1:1 session extends into personal territory, creating space for recognizing and appreciating each other. It becomes a forum for checking in on the individual’s well-being and delving into what occupies their thoughts. In essence, the 1:1 session transcends the professional realm to cultivate a holistic and supportive managerial relationship.
Feedback Session
In my perspective, the feedback session stands out as one of the more infrequent yet crucial components of professional development. Many companies adhere to an annual feedback cycle, presenting a challenge as these sessions often lack the granularity required for employees to make informed, proactive decisions. The feedback session, particularly between a manager and a direct report, should be cultivated as a safe space. Within this environment, discussions should encompass both areas of commendable performance and those that offer avenues for further growth.
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To enhance the effectiveness of these sessions, a monthly or bi-monthly cadence is recommended. This frequency not only provides a more timely and nuanced understanding of an employee’s progress but also prevents any year-end surprises if performance does not align with expectations. Labeling these meetings as “feedback sessions” on a regular cadence is instrumental in setting a positive context, dispelling any negative connotations associated with such evaluations.
Importantly, these sessions should adopt a two-way communication approach. Encouraging managers to be receptive to feedback is crucial. Initiating the conversation with questions such as “What can I do better?” or “Are you receiving adequate support from me?” fosters an open dialogue. The overarching aim is to proactively address conflicts, manage expectations, and promote continuous improvement on a regular basis.
Career Sessions
The third type of session focuses on career progression and should ideally occur quarterly. In these meetings, both the direct employee and the manager engage in a recalibration discussion centered around the performance bar set for them. The primary question to address is whether they are aligning with the established career guidelines and rubrics. Advancement within a company can take various paths, such as tackling more complex and ambiguous projects, assuming additional responsibilities, embracing management or mentorship roles, and expanding influence and impact with stakeholders. While career discussions commonly commence with inquiries about promotions, it’s rare to witness an immediate promotion outcome. More often, these conversations center on identifying and addressing current skill gaps or determining the additional actions needed to ascend to the next professional level.
Weekly Stand-Ups
This widely adopted practice serves as a pivotal mechanism, gathering the team regularly, with the frequency varying from daily to weekly or bi-weekly, depending on the team’s needs. The primary objective is to facilitate swift information exchange through concise updates and status reports, enabling the team to address challenges collaboratively. Typically, these sessions unfold against the backdrop of an action board, which plays a crucial role in structuring discussions. The emphasis here is on identifying action items and mapping out next steps when confronted with challenges, steering clear of attempting to solve issues within the confines of the meeting. The success of these gatherings hinges on two fundamental elements: consistency and transparent conversations. Team members are encouraged to openly share both their triumphs and hurdles during these meetings, fostering an environment of openness. This transparency, in turn, proves instrumental in enhancing the team’s comprehension of individual work and interdependencies.
Design Share-outs
Design crit (short for design critique) or design share-out, (as I like to call them because they sound less adversarial), are regular meetings or discussions in the field of design where designers present their work to a group of peers or stakeholders for feedback and constructive criticism. Design share-outs provide an opportunity for designers to receive feedback on their work. This feedback helps them identify areas that need improvement, refine their designs, and enhance the overall quality of the work. Design crits facilitate collaboration among team members and stakeholders. They encourage open communication and the sharing of ideas. Through discussions and debates, participants can collectively work towards solving design challenges and making informed decisions. Participating in design crits helps designers develop their communication and presentation skills. Explaining design decisions, responding to questions, and defending design choices are important skills that designers can hone during these sessions. Design crits provide a platform for knowledge sharing within the design team. Designers can share insights, best practices, and learn from each other’s experiences, contributing to the overall growth of the team.
In conclusion, effective team management is a multifaceted endeavor that requires a tailored approach, considering individual dynamics, trust-building, active communication, and a sincere commitment to growth. By incorporating these models, design leaders can cultivate a holistic and supportive managerial relationship, driving their teams towards sustained success and innovation in the ever-evolving landscape of design.
Author: Aparna Unnikrishnan, Design Leader at Amazon Device Design
