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.

Start here with our management guide and how to take back your work day.

4 Subtle Signs Your Employee is Looking for a New Job

June 20, 2017 by Sasha Rezvina Leave a Comment

You come into work, thinking it’s going to be just another day in the office. You have a friendly chat about your weekend with the office manager while pouring yourself a hot cup of coffee. You make your way over to your desk, and just as you start looking through your email, a nervous employee pops their head in and asks for a minute of your time.

At this point, the next sentence comes as no surprise: “I’m giving my two-weeks notice.”

employee-retention

Job-hopping has become the norm. While fifty years ago, people held positions for ten or more years, today, workers only average about four years at each job. And the stigma associated with switching jobs has also decreased. Employees that spent less than a few years at a job used to be considered flighty—now they’re considered ambitious and ahead of the curve.

The odds are stacked against you, but all hope isn’t lost when it comes to employee retention.

While some clues will tip you off right away—such as too many “doctor’s” appointments, or employees coming in dressed suspiciously well—most of the time, the signs that your employees are job-hunting are considerably more discreet. If you learn how to pick up on these subtle cues, you can nip this problem in the bud and retain some of your most valuable employees.

Here’s how to spot when employees are looking for a new job (and what you can do about it).

Your Employees Lie About Their Motivations — So What’s a Manager to Do?

April 3, 2017 by Jonathan Figliolino Leave a Comment

Employees often say that the best way to motivate them is with a raise. But that’s not really the truth. Only 20% of employers in North America say that a pay raise drives higher levels of performance. Most of your employees are effectively lying if they say that more money will make them a better worker.

We’re all guilty of hiding what really motivates us. But our internal desires are often very simple to identify.

We all have basic human needs that get to the root of what truly motivates us. The Self-Determination Theory states that people have three basic needs—autonomy, relatedness, and competence.

a-manager-must-instill-these

Autonomy is the freedom for employees to choose what to work on and when to do it. Relatedness is the need to have close relationships with team members. Competence is the desire to master challenging projects.

As a manager, if you can meet these universal needs, your employees will grow and thrive within your company. We’ll discuss these needs to show how you can empower your team to succeed.

The State of Human Resources (Before I Done This)

March 27, 2017 by Jackie Cohen Leave a Comment

Human resources needs a swift kick in the butt. I say this based on experience — I’ve done a lot of back-office work while running TypeFrag, Carbonmade and other companies. I’ve set up and managed payroll, benefits, and on-boarding of employees more often than I care to remember. It’s always a painful process that you put off to the last minute because you just don’t want to deal with it.

Remote employees feel closer when you can offer them perks.

Jeff Bezos’s Peculiar Management Tool for Self-Discipline

February 14, 2017 by Walter Chen 4 Comments

The modern workplace’s vogue is informal information exchange. We sit in open floor plan offices so that we can spontaneously collide, chat, and collaborate. An office setup for generating ideas can be fizzy and energizing, though when sparks aren’t flying, the colliding can be noisy and distracting.

Jeff Bezos takes a totally different approach to management, far from that madding crowd. He has a contrarian management technique that’s peculiarly old school — write it down.

jeff bezos
In senior executive Amazon meetings, before any conversation or discussion begins, everyone sits for 30 minutes in total silence, carefully reading six-page printed memos. Reading together in the meeting guarantees everyone’s undivided attention to the issues at hand, but the real magic happens before the meeting ever starts. It happens when the author is writing the memo.

The Dangers of Knowledge Hoarding

November 22, 2016 by Georgina Parfitt Leave a Comment

Just like the poor souls on Hoarders, you may not realize you have a problem.

Think of all those little times in the day when you stop what you’re doing to ask “Emma, how does the copy machine work?” or “Bryan, how many days have you taken off this month?”

They seem like small-fry problems, but they are actually issues of employee empowerment. You stop, gather the information, and move on. But they all add up to a huge productivity drain for you and your company, for one single reason: knowledge hoarding. Information is stored in particular places, and particular people are responsible for it.

Knowledge hoarding is normal but dangerous. Here’s why:

How to Burst Through Road Blocks To Maximize Your Team’s Productivity

September 27, 2016 by Willa Rubin Leave a Comment

Naming every minute road block—and then taking the time to fix them—makes your team more efficient and helps with team productivity.

It sounds cumbersome, but resolving issues as they arise means faster problem-solving overall. Agile developers do this. They call road blocks “blockers,” and their teams grow revenue 37% faster, and their profits are 30% higher than non-agile teams.

Put simply, encountering blockers is great for teams. It’s a simple idea that any team can borrow from, but you need a process and tool to do it.

That’s why we’re adding “blockers” to our “done lists” here at I Done This. Putting all blockers in one place means that team leaders can help those who need it quickly. It also means that individuals can reflect on their own blockers, and see if they point to a greater issue that needs resolving.

All teams can benefit from using blockers to their advantage. Here’s what it can do for your team.

A PM’s Guide to Managing Your Team’s Project Roles with I Done This

September 20, 2016 by Sasha Rezvina Leave a Comment

Over half of all managers in the US are concerned about their team’s time management skills, according to an Institute for Corporate Productivity study.

As your employees’ heads are tucked behind computer screens and they’re clacking away on the keyboard, it seems near impossible to know how they’re spending their time. Are they in a private Slack channel chatting away about the new hire, or are they working? Should the project you assigned Linda take as long as it has? And if you don’t know what your local employees are up to, you can forget about getting insight into your remote employees time management habits.

In the internet-driven workplace, transparency feels like a pipe-dream. Not only do you have no way of telling whether your employees are slacking off, but you can’t even tell if hard-working employees are being tripped up by obstacles outside their control. The natural response to this issue is to micromanage and hover over their shoulder, but you want to empower your employees in their project team roles, not control them.

I Done This gives your whole team transparency without any of the negative side-effects. Here’s how.

Why Every Company Should Work as If They Were a Remote Company

July 19, 2016 by Sasha Rezvina 2 Comments

When you work in an office with a small team, it’s easy to cultivate a culture of co-dependence. After all, the email, the document, or the customer name that you need is just a shoulder tap away.

But relying on other people for information causes unnecessary friction in your workflow and directly hinders everyone’s productivity. Every time you tap someone on the shoulder you assume that what you need is more important than what they’re doing. It creates an entire culture around disruptiveness, where no one hesitates to interrupt their peers for their own needs.

Wouldn’t it be great if you didn’t have to ask anyone for information? If it were just readily available, right at your fingertips? For remote companies, it has to be this way.

Because remote companies tend to have employees scattered across the world, they are forced to put truly strong systems in place. As a result, everyone in a remote company is as productive as possible, because no one has to rely on other people to get the information they need.

Trust, But Verify: The Key Management Tool To Build Team Satisfaction

May 3, 2016 by Jimmy Daly 1 Comment

Delegation is one of the hardest management tools for leaders to learn.

We all understand that micromanaging your employees isn’t good for anyone, but when you’re used to being involved in everything, it can be hard to let go. It gets easier as you hire great people and implement sound processes—watching your company grow without your fingerprint on everything is a beautiful thing.

Perspective helps too.

Google’s Unwritten Rule for Team Collaboration

April 5, 2016 by Charlotte Dillon 8 Comments

This week’s article is a guest post by Paul Berkovic. Paul is Co-founder and CMO at ScribblePost (productivity software for capturing and sharing task and project information with anyone, anywhere).

We do a lot of collaborating these days. But despite the number of open offices, designated “thinking” areas, and our managerial focus on small teams, we still haven’t mastered collaborative work.

In fact, we’re really bad at it.

The point of collaborating is to get everyone in a group involved and exercising their strengths. But according to the Harvard Business Review, “In most cases, 20% to 35% of value-added collaborations come from only 3% to 5% of employees.” In most collaborative teams, the bulk of the work still comes from a minority of participants.

In response to this imbalance in their own organization, Google launched Project Aristotle, an internal research project studying Google teams to discover why some were superior collaborators.

Google has a known penchant for quantifying everything. Project Aristotle expected to find something quantifiable, like the optimal team size or the most productive structure for group meetings. But Project Aristotle hit the ultimate irony: the key to collaboration is not a quantifiable. In fact, it wasn’t even codified. The best teams don’t have a measurable, highly visible solution to collaboration—they have an unwritten social code.

People Management

4 Subtle Signs Your Employee is Looking for a New Job

Your Employees Lie About Their Motivations — So What’s a Manager to Do?

The State of Human Resources (Before I Done This)

Jeff Bezos’s Peculiar Management Tool for Self-Discipline

The Dangers of Knowledge Hoarding

How to Burst Through Road Blocks To Maximize Your Team’s Productivity

A PM’s Guide to Managing Your Team’s Project Roles with I Done This

Why Every Company Should Work as If They Were a Remote Company

Trust, But Verify: The Key Management Tool To Build Team Satisfaction

Google’s Unwritten Rule for Team Collaboration

What you don’t know about productivity and happiness, delivered to your inbox daily

Categories