Team building helps everyone get to know and trust their fellow coworkers, but you don’t build trust overnight. Your team goes through gradual stages as they grow from a collection of strangers to efficient collaborators. Psychologist Bruce Tuckman’s team building model describes three stages — forming, norming, and performing—to show how teams can become more united over time.
Stunned, my coworker sat not sure what to say. Julia was one of his best team members, and he thought she was valued and appreciated. Yet, here she was moving on to another role somewhere else.
What happened? Unfortunately, what was satisfying for someone a year or two ago, may not be so today. Fresh, exciting challenges from their early days on the job can grow to become stale, and boring once mastered.
Time is in short supply at every startup. Everyone wears at least four different hats, and you need every second you can get to make sure things get done.
You have to be as productive as possible—which is why it’s tempting for your business to neglect security concerns, or make them an afterthought. But at the same time, all your hard work can go away in an instant if you let yourself be vulnerable to a cyber threat.
This is the phenomenon known as the security paradox: you need time to create work worth protecting, but you also need time to protect that work. But in the growing software-as-a-service (SaaS) economy, security and productivity don’t have to be a tradeoff. You don’t need to hire an IT team or develop complicated code to keep your data safe—external services can do it for you.
Teams of all sizes struggle with their processes at some point in their lifetime. If you’re a startup, one of the your advantages is how quickly you can move in a space where the big boys take a while. But what happens when your team is in transition mode and needs to keep scaling up as quickly as it did in the beginning? And how do you this in a design capacity?
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.
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.
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.
You’re swamped with a huge project when your boss suddenly asks you to complete another urgent assignment due tomorrow. Your heart’s beating a mile a minute and you’re wondering how you’re going to get this all done. But somehow you’re going to try to make it work.
Too much stress will overwhelm you, but too little stress leaves you bored and unmotivated. The right amount of stress motivates you to succeed instead of making you crack under pressure.
Your ability to thrive or choke under pressure is ultimately based on the Yerkes-Dodson Law: Moderate stress up to a certain point can actually improve your performance. But beyond that point, your performance suffers.
Stress management is actually built into your brain’s chemistry. Here’s the science behind your body’s stress levels so you can maximize your productivity.
When we first started I Done This, we had no subscriber list. But eventually we grew one six-figures in size — all because we offered people something for free. You just have to remember that addresses are valuable commodities: people are generally reluctant to give theirs up unless they’re going to get something of value in return.