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.

Written Communication Channels at Work – Where Your Intranet Fits

December 19, 2019 by I Done This Support Leave a Comment

This is a guest post from Lisa Banks, an expert in workplace communication and writer at content marketing agency Animalz.

Good communication is vital to a productive, healthy workplace. But where that communication takes place — the channel or medium used to convey the message — can make a big difference in how successful it is.

Written communication channels have risen to the forefront in recent years. Many people now prefer written communication over phone calls and would rather read an email than have a meeting. And thanks to technology, there are more tools available now than ever before that let you tap out a message to your co-worker without having to get together in person or on the phone.

But the plethora of tools have also complicated the choices we must make when choosing the right communication channel. With teams moving to instant messaging, social intranets, and even texting as a way to communicate, the written communication channel alone brings a multitude of decisions: Should I text Sharon about this? Should I try her on Slack first? Do I need to also follow up with email? What happened to that document where we discussed this same topic last week…?

It’s as important as ever to match the message to the medium. So, how does your team know which written channel to use when they have something to say? And how does your intranet fit into the mix?

12 Business Psychology Books For Managers Who Want To Lead

September 25, 2019 by Walter Leave a Comment

If you’re not careful, you can spend your entire day trying to keep up.

As a manager, your to-do list never really seems to shrink. You know your success somehow lies in getting ahead—that’s what keeps you coming back to the list—but chipping away at that mountain of tasks can quickly become unproductive.

Sometimes, being a good manager means taking the time to step away from your daily tasks. Counterintuitively, one of the best ways to get ahead is to look backward.

Books might not seem to contain the most pressing information, but with a close reading, you can learn more deeply than other mediums allow. With their lessons, experiences, and principles in mind, you can transform your management style in a way that gets you further ahead in the long-term.

We’ve gathered 12 of the best business psychology books that’ll give you insight into management, hiring, and persuasion.

7 Teamwork Ted Talks To Inspire Your Remote Team

September 6, 2019 by Walker Donohue Leave a Comment

Remote skeptics are dwindling in number, but that doesn’t mean we have remote work figured out yet.

A recurring challenge is collaboration. An in-person office has some real advantages when it comes to teamwork. Leaning across a desk or poking your head above a cubicle is easy. Managers can call a meeting and file all relevant team members into a conference room in minutes.

Distance doesn’t make teamwork impossible. It just means you might need to be a little more creative with your resources and a little more deliberate with your principles. At iDoneThis, we’ve written numerous times about how core psychological and motivational principles can improve your approach to remote work.

Here, we’re sharing 7 lectures about work and collaboration from the venerable folks at TED. Along the way, we’ll pull out some of the best insights these TED talks on teamwork can provide remote managers and workers.

Jeff Bezos’s Peculiar Management Tool for Self-Discipline at Amazon Meetings

May 31, 2019 by I Done This Support 6 Comments

We originally published this piece in 2017. Two years later, we added fresh advice for managers.

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 at Amazon meetings — far from that madding crowd. He has a contrarian management technique that’s peculiarly old school — write it down.

[Image via Forbes] In senior executive meetings at Amazon, 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. Continue Reading

What Managers Are Getting Wrong About The World’s Greatest Job Ad

May 29, 2019 by Blake Thorne 10 Comments

This piece was originally published in 2015. It has been updated with new data and advice for 2019.

[Image Source]

Here’s how the story usually goes. Sometime in the early 20th century, British explorer Ernest Shackleton needed to hire a crew for an upcoming expedition to the South Pole. So he placed a newspaper ad:

“Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honor and recognition in event of success.”

The copywriting — and its strong, direct language — has been printed, reprinted, and talked about for decades. It’s beautiful. Possibly the world’s greatest job ad.

Though his accomplishments went largely uncelebrated in the years after his death, Shackleton, in recent years, has become a revered leadership figure thanks to new literature on his life and career.

The Shackleton ad copy has taken on a life of its own, with hiring managers and entrepreneurs pointing to it as an example of how to lure exceptional people to your organization.

But there are two problems here. For one, the ad probably never existed. Even if it did, many people — it seems — are missing the point.

Cells, Pods, and Squads: The Future of Organizations is Small

May 16, 2019 by Janet Choi 3 Comments

This post was originally published in 2014. It has been updated with new data and advice in 2019.

Think small and you will achieve big things. That’s the counterintuitive philosophy that nets Finnish game company Supercell revenues of millions of dollars a day.

[Image via Giphy]

So really, how do you build a billion-dollar business by thinking small?

One key is the company’s pod team structure. Autonomous small teams, or “cells,” of four to six people position the company to be nimble and innovative. Similar modules — call them pods, squads, or startups within startups — are the basic components in many other nimble, growing companies, including Spotify and Automattic. The future, as Dave Gray argues in The Connected Company, is podular.

Still, small groups of people do not necessarily make a thriving business, as the fate of many a fledgling startup warns. What is it about the pod team structure that presents not just a viable alternative but the future of designing how we work together?

How Managers Can 10X Their Productivity with Writing

March 6, 2019 by Walker Donohue Leave a Comment

Managing a team well requires expert communication.

Holding meetings and using project management software systems do not equate to effective management. Effective management means aligning your team through goals, inspiring them to do good work, and seamlessly transferring knowledge from person to person and team to team.

When it comes to communication, missing by an inch can result in missing by a mile. As messages get passed from person to person, they get diluted, so if your communication isn’t constant or consistent as it moves around your team, you can end up sending people off in the wrong direction.

That’s why, as a manager, if you want to increase your productivity, you should focus on improving your writing. Writing provides an unchanging source of information that employees can reference anytime.

When your writing is clear and comprehensive, you make ideas stick, create accountability, and force critical thinking.

Why Jeff Bezos’ Two-Pizza Team Rule Still Holds True in 2018

December 4, 2018 by Janet Choi 21 Comments

[Source: Amazon] Jeff Bezos is prolific. In 21 letters to his investors over the years, he has delivered dozens of nuggets of wisdom ranging from prioritizing long-term outcomes over short-term results to embedding R&D in every single department. He also has a unique take on company communication. Bezos believes that no matter how large your company gets, individual teams shouldn’t be larger than what two pizzas can feed. Think of it this way: at a large party, it’s hard to connect with people. You’re overwhelmed by the number of guests you could possibly meet and converse with. You end up with more — yet more shallow — interactions. If the host is trying to project a message to the crowd, he or she might have trouble shouting over the din. In contrast, at a small party, you might talk to the people sitting next to you for hours. You can develop more meaningful relationships and maybe come away with new ideas and inspiration. Although Bezos first declared the “two-pizza” rule in Amazon’s early days, it continues to resonate in 2018. As the pace of venture capital accelerates, and more and more companies enter hypergrowth, figuring out how and when to design teams for effective communication becomes critical. Not convinced? Here’s the hard evidence behind why the two-pizza team rule holds true. Continue Reading

How to Leverage Psychology to Provide Better Customer Support

November 8, 2018 by Walker Donohue Leave a Comment

Despite the growing popularity of instant-messaging support and “conversational agents”—better known as chatbots—actually talking to a customer on the phone is one of the best ways to engage in a real conversation and learn more about a customer’s problems.

Done right, such conversations can be helpful, valuable, and even fun. But we don’t tend to hear about those interactions. Instead, we usually hear horror stories of automated switchboards, interminable wait times, and disinterested customer support staff.

Everybody has a terrible story about customer support. Whether it’s waiting on hold for three hours to speak with someone at the IRS, having to explain a problem repeatedly to one support rep after another, or dealing with random disconnections in the middle of crucial support calls, we’ve been conditioned to accept that customer support is a uniquely terrible experience to be endured rather than a satisfying, rewarding part of patronizing a business.

According to data from GetApp Lab, all that most customers want from a support experience is to speak with a real live human being. That’s it.

[Source]

It’s no secret why a majority of customers want to speak with a real person during support calls. It’s one of the best channels for quickly identifying and solving complex customer problems. When we really understand where our customers are coming from, it’s much easier to solve their problems and build trust.

Why Customers Dread Calling Customer Support Numbers

If speaking with a customer support rep is so effective, then why do so many people dread the thought of picking up the phone and calling an 800 number to speak with one?

On average, American consumers spend around 30 hours every year on the phone with customer support personnel. Because we spend so much time on these calls, we already have preconceived notions about how the entire experience will play out. We’re already on the defensive before we even finish dialing, which becomes a self-fulfilling prophecy.

Although many consumers have legitimate grievances with telephone-based customer support, most of the negativity surrounding these calls is rooted in the perception that companies don’t respect customers’ time. Calling a customer support line isn’t just a pain in the ass—it’s often a considerable investment of time that prevents customers from doing other things. Even if there’s a very good reason for a lengthy wait to speak with a support rep, every minute a customer wastes waiting on hold damages that company’s brand. It creates negative perceptions about that company that can be very difficult to undo, even if the actual support call goes well.

These experiences also play a significant role in whether a customer will even attempt to contact customer support in the first place. It doesn’t matter how skilled, knowledgeable, or friendly your support reps are if your customers don’t even want to pick up the phone.

Customer Support Is a Critical Competitive Advantage

Instead of treating customer support as an afterthought, think of it as a way to further differentiate yourself from the competition. Talking through an issue with a customer over the phone allows you to get to the heart of the problem—and ultimately solve it—much faster, but it’s also a unique opportunity to strengthen the relationship with the customer and create a positive association with your brand.

The better the customer support experience, the more positive the association—a crucial competitive advantage in any industry.

However, before you can deliver a world-class customer support experience, it’s important to understand why your customer chose to call you in the first place. Customers who prefer phone support are often looking for:

Quick solutions to complex problems. Voice support allows your support reps to ask detailed, probing questions and guide customers through the support process in real time. Even relatively minor issues like password resets can be solved much faster in a simple phone conversation, as opposed to instant messaging or chatbot support.
A more intimate, personal experience. Voice support isn’t just effective; it’s also a way to provide the kind of personalized white-glove service your tired, stressed-out customers crave. The more difficult the problem, the more your customers will appreciate attentive customer support.
Difficult conversations. Even customers who are furious still want their problems to be acknowledged. Voice support is ideal for customers who want—or even need—to vent their frustrations. The immediacy of voice support helps the customer feel as though their voice is being heard and gives your reps the opportunity to calmly walk customers through the solution they want.

It’s vital to understand the mindset of the customers who choose voice support over other channels. The needs of a customer who chooses to pick up the phone to speak with a rep are very different from those of a customer who opts to utilize live chat. Similarly, customers who favor email support aren’t likely to need as prompt a response as someone who calls your support team.

Understanding the differences in the needs of customers who choose different support channels is the first step in creating better, more rewarding support experiences. Likewise, considering the frame of mind a customer is likely to be in during a support call allows your reps to preemptively address problems before they arise and alleviate the frustrations of the caller.

The biggest challenge to overcome for voice support personnel is the negativity surrounding perceptions of voice support itself. A little understanding goes a long way, and by demonstrating empathy with customers and proving that you genuinely value their time, you can prove that customer support is a crucial part of your entire business, not merely an afterthought.

Give Your Customers the Support They Deserve

Your customers don’t just expect you to provide best-in-class support experiences when things go wrong—they also need to be understood and met where they are. Voice support is one of the most effective ways to solve your customers’ problems, but only if your reps understand where your customers are coming from long before the phone rings.

Great customer support isn’t just about solving problems; it’s also about building relationships, strengthening your brand, and helping people feel that their time is as valuable to you as their business.

P.S. If you liked this article, you should subscribe to our newsletter. We’ll email you a daily blog post with actionable and unconventional advice on how to work better.

Scaling Your Business Without Losing Your Culture

November 2, 2018 by Walker Donohue Leave a Comment

Aside from “innovation,” few buzzwords carry as little real meaning in Silicon Valley and the broader tech sector than “culture.”

While countless startups and established companies alike have seized upon the idea of corporate culture as a vehicle of employee attraction and a way to differentiate themselves in crowded markets, culture remains one of the most crucial aspects of your organization.

So how do you cultivate and maintain a strong, ethical corporate culture when you’re trying to scale?

In this article, we’ll be taking a look at what companies actually mean when they talk about culture, as well as ways to foster your corporate culture as a direct reflection of your company’s brand values.

First, let’s talk about what culture really means.

Healthy, Productive Cultures Don’t Just Happen

Perhaps the most important thing to realize about culture—at least as it pertains to companies and brands—is that, even if you do nothing, a culture will emerge across your organization. Once we understand this, it becomes easier to see that culture is a result of actions, decisions, and direct actions.

Put another way, strong corporate cultures don’t just “happen.” We have to make them happen.

This is surprisingly difficult even in the early stages of small companies. Think about it for a second. If workplace culture is an extension of a company’s brand values, who decides what those values are? Once that’s been figured out, how do you actually disseminate these ideas and values across your organization?

You could be forgiven for thinking that the CEO or founders are responsible for identifying and shaping a company’s values as well as ensuring that every employee understands these principles. The problem with this approach is that it’s up to a single individual to arbitrarily decide what the entire company’s values are and adopt a top-down approach to implementing those values. This is fine if your company aspires to be the personal fiefdom of a control-freak CEO, but for companies that want to cultivate and nurture genuinely meaningful corporate cultures, it’s completely, wildly unrealistic.

What We Really Mean When We Talk About ‘Culture’

One way to think about culture is to see it as “our way of life.” As you can probably imagine, this covers virtually every single aspect of a company and its operations, from large, intangible brand values to how your customer support teams answer the phone or respond to email.

Culture encompasses big and small things, such as:

The products we build and how we ship them
The way we communicate internally and externally
The messages we choose not to send—and why
The incentives we use to motivate our staff
The behaviors we exhibit every day
The boundaries that, if crossed, have meaningful consequences
The speed at which serious problems are escalated to someone who can solve them
The speed at which those problems are acted upon
The way we dress and the symbols we display
The ways in which we celebrate victories
The things that make us proud, and the things that bring us shame
The things that upset us, and the things that bring us joy
The things we do to grow as individuals and as teams
The way we perceive ourselves and our role in a company

This is by no means an exhaustive list of the things that fall under the umbrella of corporate culture. It is, however, a way to start thinking beyond Casual Fridays and ping-pong tables as being representative of the cultures we create.

Our companies—and our people—deserve better.

Action + Communication = Values

One of the major challenges to establishing and maintaining a strong, cohesive corporate culture is the fact that many companies rely on at least partially distributed teams. It’s hard enough to foster and cultivate an inclusive culture at a growing company without tossing remote workers and asynchronous communication into the mix.

That’s what makes understanding that corporate values are the direct result of what we do every day and how we communicate with each other so important.

However, even this is easier said than done. For small teams, it may well be possible to intentionally create a positive culture via Slack. For larger teams or fast-growing companies, it’s completely impossible.

As Roman Emperor Marcus Aurelius once said, “The impediment to action advances action. What stands in the way becomes the way.” For our purposes, this means that all those negative interactions we try to avoid—angry posts on social, customer support tickets, bad reviews—are actually the most valuable opportunities to identify and cultivate the brand values we want to foster across our companies. A negative tweet, for example, may be a great opportunity to identify a potential feature gap in a product or fix an overlooked bug. A customer support ticket might be a great way to update your internal documentation or develop a new troubleshooting tool.

Put another way, failure is a much better teacher than success.

Values Are Meaningless Until We Act Upon Them

As we mentioned earlier, “culture” has become one of the most overused buzzwords in tech. Many companies talk a good game about their culture and values, but talk is cheap.

Values mean nothing until we act on them. We’re inherently social creatures. We follow the examples set by others, particularly those we admire. It’s easy for a CEO to talk about open-door policies, but their actions are what matter; it doesn’t matter how easy it is for employees to air their grievances with the Executive team if nothing ever comes of it.

There are unique challenges to retaining a strong corporate culture as a company grows. However, managing organizational change always comes back to the same two things: how we communicate and how we choose to act upon that communication. This applies to the scrappiest underdog startups and to established tech behemoths.

Avoiding Culture Shock

Corporate culture is a lot like a garden. Left alone, it may be fine for a while, but before long, you’ll be confronted with a tangled, overgrown wilderness that bears no resemblance to the garden you originally planted. If, however, you tend that garden carefully and consistently, it will bloom and thrive.

Take a look at the culture of your company and think of it as that garden. How are you nurturing it? When was the last time you got on your hands and knees and weeded it? How often do you water it? Sure, Mother Nature will do most of the work, but we have to get our hands dirty, too.

P.S. If you liked this article, you should subscribe to our newsletter. We’ll email you a daily blog post with actionable and unconventional advice on how to work better.

People Management

Written Communication Channels at Work – Where Your Intranet Fits

12 Business Psychology Books For Managers Who Want To Lead

7 Teamwork Ted Talks To Inspire Your Remote Team

Jeff Bezos’s Peculiar Management Tool for Self-Discipline at Amazon Meetings

What Managers Are Getting Wrong About The World’s Greatest Job Ad

Cells, Pods, and Squads: The Future of Organizations is Small

How Managers Can 10X Their Productivity with Writing

Why Jeff Bezos’ Two-Pizza Team Rule Still Holds True in 2018

How to Leverage Psychology to Provide Better Customer Support

Why Customers Dread Calling Customer Support Numbers

Customer Support Is a Critical Competitive Advantage

Give Your Customers the Support They Deserve

Scaling Your Business Without Losing Your Culture

Healthy, Productive Cultures Don’t Just Happen

What We Really Mean When We Talk About ‘Culture’

Action + Communication = Values

Values Are Meaningless Until We Act Upon Them

Avoiding Culture Shock

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