Building Winning Teams: My Proven Process for Team Building
In the dynamic landscape of product management and project leadership, the ability to build and lead successful teams is a key determinant of success. Drawing from my diverse work experiences as a Product Manager, Project Manager, and Consultant, I've developed a refined process for team building that has consistently delivered exceptional results. In this blog post, I'll share insights into my methodology and the lessons learned from leading teams in various challenging scenarios.
I don't think there's a right way or a wrong way to "lead" per say, but I can confidently saying after leading teams in different scenarios and environments, there's some core things that everyone needs.
Leading with Vision and Strategy:
In my current role as a Product Manager at makeitMVP, I had the opportunity to lead a team to victory in Pitch Night, earning the title of Most Valuable Product Manager. This experience reinforced the importance of having a clear vision and strategy. Identifying product opportunities and prioritizing product and business pricing strategy development set the stage for the successful launch of an AI-integrated collaboration web-based tool.
But aside from that and those "credentials," I want to talk about how I did this to really help the team succeed. In this example, I used it as a guiding principle to hold the team close. I streamlined processes by writing down pass offs and how to use our Jira board and used Agile methodology, and held daily stand up meetings to ensure accountability and transparency - for this team, we actually used a Slack integration that would hold people accountable for participating. Collaborating across a team of seven, I effectively communicated project updates and milestones.
But aside from that, I really learned something sort of new to my approach. The way that I like to ensure success on my team is by providing them structure in our pod so that they know expectations and can easily rely on that and know what I’m looking for. That includes a team charter of how do we all relate and get along, what values do we have, what strengths and weaknesses do we bring, etc. I like to also provide a safe space for my pod (my tech team) and for this specific tech team I’m speaking about, we had happy hours every week prior to our meetings to chat and also have an opportunity to bond and relate since I think that does make a good team. I also tend to watch how my devs and designers interact so I can spot similarities and make sure they are with people they will work best with - that either will push them or will motivate them in some way (some people need emotional support, some people need healthy competition, etc.).
Same with HubSpot, this was a guiding factor of what really helped me leap into taking over someone else's team for their parental leave. Most people who have experienced a boss leaving has experienced an absence in their day-to-day, creating a lot of internal friction and discomfort amongst team members. With this role, I'd say one thing that I really relied on to push my team was actually creating a mini-version of the already existing vision to keep everyone focused.
I'd say in both of these situations, the reason I identified this as a major opportunity of alignment was because there was confusion and worry. When someone doesn't take this emotional labor on for the team, especially as the one "leading," you leave your team to struggle and feeling lost. Everyone, no matter their age, level of experience, etc., needs a guiding light or a "north star" to ground them.
Cross-Functional Collaboration:
Collaboration is at the heart of successful team building. At makeitMVP and in my role as Project Manager at HubSpot, I collaborated across cross-functional teams to define and execute product roadmaps. Working closely with diverse skill sets ensured that we not only met project objectives but also aligned with market demands. This approach fosters a culture of accountability and transparency, as exemplified by the daily Scrum meetings I implemented.
This all sounds great, but you want to know when I really learned this skillset the most? My time at Synthesio. During my time there, everyone was in such a silo and everyone was screaming for the silos to be broken down. So, I tried to break them down as much as possible. I stopped the strategy I was taking and took every single leaders' advice there: build a better internal learning strategy. I finally broke the barrier that product, CS, and sales had with one another. I implemented with the help of Product team a strategy to connect everyone, build better bridges, created an actual GTM strategy and process for the entire team to get better prepared to go-to-market, and there were actual conversations about how we brought things to market (there wasn't much of that before [for a while at least at that point]).
That sounds so simple - but it wasn't. Something I will always take with me from that experience is two things: a. people in and out of work just want to be heard and b. not every strategy is a one-size-fits-all. There wasn't a lot of listening to the needs of anyone there at the time. But then we did and things became easier to pass along. Now, I am no expert at this and to be honest, because I am young enough and people can only take you so seriously, I think we did well.
Strategic Project Management:
In my journey through diverse roles, strategic project management has been a linchpin for achieving outstanding results. At Synthesio, I spearheaded the creation of global Go-to-Market (GTM) Strategies, a pivotal move that not only resulted in substantial cost savings but also propelled increased customer satisfaction. Similarly, at From the Future, my role as a Technical Project and Account Manager involved orchestrating the inception, requirements, and development of web and mobile platforms, contributing to an impressive 100% revenue increase within a mere four months.
Client Communication Mastery: I'll give an example of this since I think it's super important to understand all the facets to it. Recognizing the paramount importance of client satisfaction, I implemented a formal and ongoing client communication process for Product Release Management. This strategic initiative lead to an increase in feature engagement and an impressive customer retention rate. This not only strengthened client relationships but also contributed significantly to the overall success of the projects.
Empowering Cross-Functional Teams: Understanding that a successful project is a collaborative effort, I prioritized empowering cross-functional teams. Through comprehensive training sessions covering user stories, market intelligence, product insights, and industry research, over 100 team members were equipped with the knowledge and tools necessary for successful product launches. This not only streamlined processes but also ensured that each team member had a holistic understanding of their role within the broader project context. I had them sort of view me as the person who knows "a lot" so I can make and call "the shots" or help them make decisions that are focused on the customers needs.
Value Chain Assessment: One of the highlights of my strategic project management approach was using the Value Chain Assessment process. Leveraging communication tools such as Jira and Confluence, I had to coordinated activities across three regions. This not only ensured a standardized approach but also facilitated efficient collaboration and information exchange, enhancing the overall project execution.
Engaging Senior Leadership for Informed Decision-Making: Effective project management isn't just about task completion; it involves engaging with senior leadership to shape product strategy. At Synthesio, I actively participated in discussions with senior leadership, presenting detailed analyses, reports, and recommendations. This collaborative approach ensured that strategic decisions were informed by comprehensive insights, contributing to the success of an AI-consumer insights company.
Strategic project management, as evidenced by my experiences at Synthesio and From the Future, is a multifaceted approach that encompasses client communication, team empowerment, global strategy development, and senior leadership engagement. These elements, when orchestrated seamlessly, not only lead to successful project outcomes but also lay the groundwork for sustained growth, client satisfaction, and organizational excellence. As I continue to navigate the dynamic landscape of project management, I remain committed to refining and expanding upon these strategic principles for even greater successes in the future.
Innovative Problem-Solving:
I feel like I've done this in every single job i have ever had - I've always had a problem that I've had to solve, which is why I joined the job in the first place. Whenever I hear in a job interview that there's a major thing to solve, I usually am instantly attracted to the role (which I'm told is actually not a good way to choose a job, but I digress.
Let's take my first job out of college at From the Future. When I joined, there was literally no process in my department. They were brilliant guys, but there was a lot of expectations around that part of the business. So, we actually introduced and created a great process. So good that it created a whole training program that has been used all the way up until last year.
I think innovative problem solving with being a team leader and building a team stems from treating each of your team members as experts in a specific field. They bring that perspective in mind to help improve your conversations over all. For instance, something that is important to me is creating structure around problem solving. Whether it's using certain strengths of my team members, bringing out come frameworks to help us, or looking at the problem and the goals we need to reach as a team, I think it's important to get everyone apart of that process. What I have noticed is once you treat everyone with that respect, they will then treat the problem with the respect it deserves. Your passion in leading it will help them believe in what you're trying to do.
Communication and Transparency, aka UNDERSTANDING:
In the realm of team building and project leadership, I've come to realize that while effective communication is undoubtedly crucial, there's an often overlooked yet paramount component: active listening. Throughout my roles at makeitMVP and HubSpot, I've discovered that understanding what you hear is as pivotal as conveying information.
Going Beyond Surface-Level Communication: In the fast-paced world of product management and project leadership, it's easy to focus on the delivery of information – whether in team meetings, presentations, or project updates. However, the ability to truly understand the nuances of what is being communicated is what elevates communication from functional to exceptional.
The Underrated Skill of Understanding: Listening goes beyond the surface level of just hearing words. It involves interpreting the underlying messages, grasping the context, and discerning the emotions conveyed. This skill is particularly crucial in team settings where diverse perspectives and insights converge.
Navigating Technical and Non-Technical Challenges: While technical proficiency and clear writing are undoubtedly valuable, they only scratch the surface of effective communication. Understanding what you hear, especially in a technical domain, allows for a deeper comprehension of challenges and facilitates collaborative problem-solving. It bridges the gap between technical and non-technical team members, creating a shared understanding of goals and potential roadblocks. Give examples that other will understand, walk them through it, and always remind everyone what you said before because no one is expected to be the expert communicator, except for the leader of the group.
Building Trust through Understanding: Transparent communication has trust as its cornerstone. Actively listening and understanding contribute significantly to building this trust within a team. When team members feel heard and their perspectives are genuinely considered, it fosters a sense of collaboration and unity. This, in turn, enhances the overall team dynamic and productivity.
Continuous Improvement through Listening: Just as with any skill, active listening requires ongoing effort and refinement. Throughout my career, I've recognized the need to continuously work on enhancing my ability to truly understand what is being communicated. It involves asking clarifying questions, seeking feedback, and ensuring that all team members feel valued and heard.
Problem-Solving Rooted in Understanding: The application of understanding extends beyond communication – it becomes a cornerstone in problem-solving. By comprehending the intricacies of challenges, it becomes possible to tailor solutions that address the root causes, leading to more effective and sustainable outcomes.
Continuous Improvement and Learning:
Adaptability and a commitment to continuous improvement are cornerstones of successful team building. As a Product Manager Apprentice at Code for Philly, I implemented a Project Management system and pass-off process. This experience reinforced the importance of learning from each project and incorporating those lessons into future endeavors. I also just think that this goes back to listening: what is your team telling you they need from you and how do you adjust? For me, I have had to adjust in so many roles and I learned this over time that solutions coming before diving into the problem is not a good way to understand who you're impacting the most. Really breaking down a problem and logically running through it will always prove better than looking for a solution. I think this is for any job, but I would say that this keeps a productized frame of mind.
Conclusion:
In the ever-evolving landscape of product management and project leadership, my team-building process is anchored in vision, collaboration, strategic management, problem-solving, communication, and a commitment to continuous improvement. These principles have been the driving force behind my success, fostering high-performing teams and delivering exceptional results. As I continue to grow in my career, I remain dedicated to refining and evolving this process to meet the challenges of the future.
