Thanks for giving immense love ❤️to the previous newsletter article (The Only Strategy Framework You Need). It got shared 150+ times, liked 82 times, restacked 10+ times in substack network and was commented on by many of you. Time for another high quality deep-dive, isn’t it?
Today’s deep-dive is for Product Managers and Product/Business Leaders on how to manage your team and carve a leadership style. This article has 7 useful frameworks (from Stripe, Amazon and Bain&Co leaders) that you can apply directly in your day-to-day work. Don’t forget to subscribe and upgrade for full access:
If life has been a little too busy for you, and you haven’t had the time to understand tools and frameworks that greats such as Claire Hughes Johnson (ex COO - Stripe), Jeff Bezos (Founder of Amazon), Patrick Lencioni (Author, Founder and Ex-Management Consultant, Bain &Company) utilize for becoming a better leader and managing teams, then this weekend’s newsletter is just for you!
Or let us make it a bit simpler: Are you in Product or Business roles and plan to, or already managing a team of people?
Then, some of the below questions might be troubling you often:
Am I the kind of leader people expect me to be❓
How much should I interfere in my team’s work❓
How do I know weaknesses in my team❓ (Wish I had a diagnosis kit)
How do I know which individuals in my team are the right fit❓
How do I fix performance issues in my team❓
Is there an individual in my team, who is not doing ‘real teamwork’❓
And much more…
Many leaders deal with these questions by following a trial-and-error approach and learn from what works or refer to the best managers in the company for support or at best read books.
The issue with these approaches is that they are either too indexed on personal experiences, or they are fitting only a certain context and may not work for another context.
So, in today’s issue we go through 7 situations leaders (business/product leaders) might find themselves in, and which framework you could apply in each situation.
In today’s newsletter deep-dive, we will go through each of the 7 situations described above, and for each:
🚀Which framework to apply?
🚀How does the framework operate?
🚀What kind of survey can you design to apply the framework?
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Let us get started:
(The Skill-Will Matrix mentioned in #4 is one of my favorites)
1. Which leadership style should I apply and when?
Often we stick to one kind of leadership style and stick to our strengths. Often this makes us feel more comfortable but may hinder your professional growth. Enter the new way to perform your leadership role - situational leadership.
The Hersey-Blanchard Situational Leadership Theory outlines four distinct leadership styles that should be applied based on the maturity level of the team members:
1. Telling (S1): This is a directive leadership style with high task focus and low relationship focus.
It is appropriate for team members who have low competence and low commitment (low maturity). The leader provides clear instructions and closely supervises the team members.
2. Selling (S2): This is a coaching leadership style with high task focus and high relationship focus.
It is appropriate for team members who have some competence but low commitment (moderate maturity). The leader provides direction and support to build the team members' skills and confidence.
3. Participating (S3): This is a supportive leadership style with low task focus and high relationship focus.
It is appropriate for team members who have high competence but variable commitment (moderately high maturity). The leader empowers the team members and facilitates their decision-making.
4. Delegating (S4): This is a delegating leadership style with low task focus and low relationship focus.
It is appropriate for team members who have high competence and high commitment (high maturity). The leader provides minimal direction and support, allowing the team members to take responsibility.
2. How should I decide when to delegate?
For this one, I really like the framework that is used inside Amazon. This framework also has been recommended by Claire Hughes Johnson (ex COO - Stripe)
A leader should consider delegating tasks and decisions when:
The decision or task has an "adjustable outcome" rather than a "one-way door" outcome. Adjustable outcomes are those that can be easily reversed or modified if needed, whereas one-way door outcomes are more permanent and difficult to undo.
The decision or task has a "low impact" on other parts of the organization, rather than a "high impact". Decisions with low impact can be delegated more easily without significantly affecting other areas.
Here’s how each of the four sections of above matrix works: