The Blob

When running your team think and be like a blob.

You need structure, you need some sort of form, but do not be too rigid.  A lot of managers try to clamp down on their team.  They try to set up full control.  That type of structure tends to break.

(This post lends itself to a lot of physics and engineering analogies, but I will try not to geek out too much on that.)

When structure is too rigid your team begins to get uncomfortable.  They start out with trying to understand all the rules and expectations.  Next comes holding people to the rules, the team tries to hold themselves accountable leading them to always be looking over their shoulder (for punishment.)  You, as the manager, have to continuously hold them to the rules; how are you going to do that, how much time are you going to spend on this, what are the repercussions, are you going to catch them each and every time?  Does the rigid structure account for each and every different scenario, anomaly?

You should see how a rigid structure can quickly fall apart.  Take a more flexible approach.  Set up a structure and let your team adjust to the anomalies.

The structured piece is what helps to increase efficiency and decrease confusion.  This is where systems, processes, and job positions come into play.  It gives your team the understanding of what needs to be done and where to go next.

The unstructured piece is what helps to account for human beings and life.  Human beings make mistakes and life never goes according to plan.  You’re going to have things that go haywire.  Structure keeps the team together, but you have to be patient and be able to adapt to that unstructured part of life.

One example is setting your team up by product lines (substitute: customers, markets, industries…)  Your team will know they are responsible for their particular product, and they will step up when questions arise.  You won’t have team members looking at each other wondering who will volunteer.  Let the rest of the company know who is taking what product, send out a table.  When a co-worker has a question or problem, they know exactly who to ask.  From there, let your team handle their assigned products, let them adjust and adapt to their products’ unique problems and issues.

Free yourself and your team from an overly burdened structure.  Trust your team, and allow them to flow and adapt to their particular situations.