People Management

Here's how to manage, build and grow your team in a human and effective way.

We'll give you concrete and unconventional tips from the most innovative companies and backed by the science of what motivates people.

Why You Should Hire People Who’ve Rebounded from Failure, Not Those Handcuffed by Success

Fish Jumping Out of Bowl Hire Innovators

When it came time for Jeff Bezos to install a team to lead Amazon’s new subsidiary, the grocery delivery service AmazonFresh, he made a startling move. Instead of selecting experts from the supermarket or delivery industries or snapping up executives from his competitors, he chose people who had failed exactly where he wanted to succeed.

This maneuver would have never happened in the early days of Amazon. In the first few years of the company, Bezos was incredibly demanding about who he would hire. He only wanted the best — which were people who had “been successful in everything they had done.”

Bezos’s thinking on hiring did an about-face as he continued to build Amazon. To hire innovators, you must move beyond conventional ideas of success, and that’s why Bezos ultimately hired failures to run AmazonFresh.

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Forget About the Lone Creative Genius

emily dickinson social creativity

At the design firm IDEO, you have to be cooperative or you won’t survive.

Engineer and designer Jimmy Chion, for example, spent his first few months at IDEO going from designing “futuristic interactions inside a car to working at a handbag manufacturer to make a purse for London Fashion Week.”

Who you work with changes all the time as well. While teams generally exist for a few months, you could be together for as little as two weeks or as long as a year, depending on the project. To add to the flux, as Jimmy told me, “every team basically starts from scratch every single time,” collectively deciding what tools and processes to use.

Creativity is a quality mostly equated with individuality. Yet IDEO has to constantly corral extremely creative people into shifting configurations to deal with different clients and projects. “Everyone here is really versatile in the way they work. You have to be — you’re not on any same project twice,” explains Jimmy. Everyone at IDEO can work with everybody else at IDEO, which is the cool part.”

Understandably, that means they’re not looking for lone creative geniuses at IDEO. Instead, what one of the most creative companies in the world hires for is the ability to collaborate.

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The Transparency Paradox: How Transparency Can Force Your Best Employees to Hide

i love lucy chocolate assembly line to illustrate transparency paradox

The rule is one operator per station. But when nobody’s watching, there might 17 people for 13 stations on the assembly line at one mobile phone manufacturing plant in Southern China.

When managers comes around, though, they’ll see 13 operators, one for each station, exactly as prescribed by the leaders. Even with company values like learning and continuous improvement, this plant’s employees scrambles to hide exactly the kinds of refinements and creativity that management seeks.

Transparency is often touted as a vital ingredient for the best teams. And it’s true. For people to move fast and think for themselves, they need ready access to the information they need to do their job. Failing to provide a foundation of common knowledge and creating an uneven distribution of information opens the door for inefficiency and unhealthy power imbalances.

But the transparency paradox arises when there’s no trust and autonomy. Actually, it’s more like counterproductive monitoring — one-sided visibility to benefit the manager’s curiosity rather than equip the employees to do their best work.

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The Essential Investment that Companies Aren’t Making

continuing education at Apple

It’s a super secret Apple product — incredibly polished, meticulously planned, and the result of a massive investment on the part of the company.

No, it’s not the latest yet-to-be-announced iPhone.

It’s Apple University, Apple’s internal training program that runs year-round, features courses created and taught by full-time faculty, and boasts as its dean Joel Podolny, the former dean of the Yale School of Management. “Even the toilet paper in the bathrooms is really nice,” one employee reported.

Apple University dwarfs what most companies offer their employees for internal training, and it shows in employee growth, retention, and fierce dedication to the company’s unique culture and vision. For Apple, it’s an essential investment in the people that make up the company and its future.

Unfortunately, this kind of people investment is all too rare today. According to ManpowerGroup, 36% of global employers report difficulty finding candidates with the higher-tech skills that the modern economy requires. Yet the blame, according to Professor Peter Cappelli of the Wharton School at the University of Pennsylvania, falls on employers for failing to training for employees on how to fill those higher-skilled roles — and that’s become a huge problem for companies and job-seekers alike.

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Bad Managers Talk, Good Managers Write

The exemplary manager is often shown as the outgoing guy that gives his team pep talks and high fives. In truth, though, that stereotype couldn’t be farther from the truth.

To three highly effective, seasoned, and successful executives, being a good talker isn’t just overvalued, it can actually be detrimental. Rather, there’s a subtle, often-overlooked ability that’s one of the most vital skills you can have as a manager — the ability to write.

why good managers write

“Written communication to engineering is superior [to verbal communication] because it is more consistent across an entire product team, it is more lasting, it raises accountability.” 

Ben Horowitz, Andreessen Horowitz

When managers write, you create work product — white papers, product requirement documents, FAQs, presentations — that lasts and is accessible to everyone in the organization. From marketing to sales to QA to engineering, everyone has a document off which they can work and consult.

The upshot is that the manager also takes public responsibility for what happens when the rest of the team executes on the point of view taken by the documents. That ratchets up accountability through the organization.

To Horowitz, the distinction between written and verbal communication is stark and, in fact, it’s what separates the wheat from the chaff. Good managers want to be held accountable and aren’t looking for ways to weasel out of responsibility. And so, good managers write, while “[b]ad product managers voice their opinion verbally and lament … the ‘powers that be’.”

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The Most Charismatic Leaders Are People You’ve Never Heard of

evil queen from snow white

When you’re in charge, you get used enjoying feeling like the linchpin. Take co-founder and CEO of Menlo Innovations, Rich Sheridan, who used to think: “I liked being the person everyone came to…. There was glory to it. I felt like the smartest guy in the room.”

Back when he was a VP at a company called Interface Systems, he brought his eight-year-old daughter with him to work one day. Her candid observation about his job ended up completely transforming how he thought about management. When she told her dad that he must be very important — because “[a]ll day long… people came in here and asked you to make a decision for them. And you made a decision, and they went on their way” — that threw Sheridan for a loop.

He realized how this style of managing people created a system of bottlenecks and he began to conceive of the right way to manage as a decentralized, bottom-up approach of decision-making. Menlo Innovations now runs as a bossless organization, because being the smartest guy in the room was a liability.

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This One Word from Managers Helps Teams Work 48% Better

social context together

In many ways, work is getting increasingly solitary.

We’re rejecting meetings with colleagues as inefficient time-wasters where nothing gets done. Technology is mediating communication, replacing face-to-face interaction. Remote work means that we’re often physically alone even when we’re working on a team.

The upshot is that even when we’re working together with colleagues on a team, it can feel like we’re working alone. Yet social contexts can be powerful motivators at work. Without them, we can get disengaged and feel like our work doesn’t matter.

It turns out that, even in the absence of working physically together with a team, it’s possible to evoke the power of social context with one single word. Stanford psychologists discovered that saying this one word inspired individuals to work an incredible 48% harder by using social context to fuel intrinsic motivation.

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Managers, Expressing Gratitude Will Make You Feel Happier

gratitude managementTypical management advice suggests expressing gratitude in order to uplift your team.

Yet one of the most powerful effects of gratitude is that it makes the person giving gratitude — not the person receiving it — happier. In a Gallup poll, 95% of people said that expressing gratitude made them feel happy and 50% of them said that expressing gratitude made them feel extremely happy.

For managers, that unexpected fact turns the importance of gratitude on its head. When you express your gratitude, that will make your own manager happiness go up — which can set the tone for all of your managerial activities.

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How to Deal With a Bad Boss for the Sake of Your Happiness

bad boss from office space

Bad boss relationships run rampant, wreaking stress, demoralization, and dysfunction.

When psychologist Daniel Kahneman measured happiness levels through the course of the day, he found that among all daily events and interactions, the one thing that made people the most unhappy was spending time with their boss. It doesn’t just end there. According to psychologist Robert Hogan, 75% of people say the worst, most stressful part of their job, is “their immediate boss.”

This post isn’t for all you bosses out there. This is for all you sufferers of bad bosses everywhere. You aren’t doomed to unhappiness and feeling frustrated, anxious, and put down, as long as you’re ready to step up to the plate.

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Why You Need a Business Coach But Won’t Admit It

business coaching friday night lights

You’re a founder who’s juggling a million priorities and tasks — from product to people to vision. There’s so much going on and so much to do that you feel simultaneously adrift and stuck, not sure what to do or where to turn next — even as you continue to work incredibly hard to get your startup on higher ground.

It’s time for you to get a business coach.

“Having a coach who can develop insights for you, to help you think through things is so, so helpful,” says Brian Wang, co-founder and CEO of Fitocracy — which began as a gamified fitness tracking app with an important social support element and now includes a platform offering coaching services. “It’s the next big element of health and fitness — and I would say productivity — to have coaching,” predicts Brian, “a human experience that moves beyond a self-serve tool.”

Even with Fitocracy’s move toward training services, Brian was initially skeptical about the value of a CEO coach for himself. But he soon found his business coach invaluable to the process of self-improvement as an entrepreneur and leader.

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