Team management during business scaling

Introduction

When a team consists of 5-7 employees, it is easy to control and regulate internal processes.Under these conditions:

• you know the status and the number of all projects, the risks of project implementation and the workload of employees.
• you understand the capabilities of the team in new projects, you can determine the start date or time for the implementation of a new project on the spot.
• the team and clients are under your full control and on the first line of communication. That is, you personally communicate with each employee (and, possibly, with the client). You feel the general mood of the team and can influence it.

What can you do with the team when the number of projects increases?

Recruit new employees or give projects to freelance? Total freelancing will affect the quality of the results, and therefore your reputation.

New employees in the team is not a bad idea. But before opening vacancies, I recommend the following:

• divide your projects into segments (for example, those regarding a niche or clients).  Divide the projects into those that you have now and that you plan to implement in the next six months / year.
• disband the existing team into mini-teams relative to segments. And remember that one employee can only be part of one team. Think about who you need to hire to strengthen each and every team. Determine the strengths and weaknesses of each team. This is not only about hard skills, but also about soft ones. Form teams with its own character, temperament and atmosphere.
• organize the selection and admission of new employees to such mini-teams.

You need to act very carefully. It is important to maintain the quality of the service provided and not lose the opportunity to measure the performance of each team. Remember that you can only scale what you can measure.

Personal insights-recommendations about team management during scaling

1. Hire PMs (for each mini-team)

By hiring project managers you buy yourself time. Use that “free” time to create new goals, ideas and self-development.

2. Establish Mirror Trust with PMs

‍Project managers are your eyes, head and hands. Educate them and customize them for yourself. Teach them to look at the task, problem, or proposed solution through your eyes. Thus, you will teach the employees to think like you, to understand you perfectly, to be in the same system of values as you.

3. Nurture PMs as Team Partners, not just workers

‍The team needs a moderator in the form of a Project Manager, and the manager needs a team. They are one and depend on each other. Good specialists do not need overseers who command, they already know their job well. They need friends and advisers. And a good PM is a true friend and partner who feels the team and understands how to achieve results with it.

4. Synchronize the PMs

‍If your team has 2 or more PMs, synchronize them. Involve observers/advisers in projects. Develop them so that they become interchangeable. Thus, you can reduce the number of fakups — by synchronizing the experience; and increase productivity through indirect competition.

5. Synchronize the team

‍It is important that all members of the mini-team understand the conditions and circumstances in which the project must be implemented. Share ideas, problems, try to explain your position from the business point of view. Be transparent and honest, then you will be surprised at the support that the team will express.

6. Share the responsibility of employees

‍The PM is responsible for project implementation. But it is equally important that each team member has a clearly defined task with deadlines and the result to be obtained.

7. Document everything

‍Don't be afraid to create a million documents. The main thing in this case is to immediately put them in order and sort them into relevant folders. Start doing it yourself and teach the team. Create and save documentation, instructions, regulations, briefs, task descriptions, comments to them, drafts. Update it regularly. This will reduce the time for the implementation of the following projects when changing employees or when onboarding new ones in general. (Remember - what is saved in messengers does not belong to you).

8. Create a communication schedule with your team

‍Employees need attention, and that cannot be changed. While the team is small, you can get by with daily, weekly and one-to-one monthly team meetings (which is also better be documented).

• start holding a daily 15 minute Stand-up for each mini-team and entrust this business to PMs.
• implement Daily meetings with PMs after they do stand-ups with their mini-teams. (hold daily meetings with all PMs at the same time, so they are in sync).
• implement a weekly meeting and invite all mini-teams. Hold weekly meetings in person, listening to each member of the team - give them the opportunity to express themselves and their opinion.
• implement One-to-One monthly meeting (individually with each employee). Ask them and listen to them - usually people give incredible insights when asked.
• add a retrospective meeting to the team schedule (once a month or once every 2-3 months). Get ready for it together with your PMs. Summarize what the team has achieved in a month (since the last meeting): the number of completed projects, talk about difficulties, moments where you were proud of the team, tell them about the future plans. Ask the opinions of the team members, their suggestions.
• try to conduct a SWOT survey with the team once a month. Determine the quality of the “players”, the strengths and weaknesses of the team. Then think about how and what positions you want and can strengthen.

Summary

In a nutshell, your team is a ship. As you set up this ship, stick to the direction. Take care to publish when scaling. There is nothing worse than a riot on the ship in the middle of the sea.