How to Build a Self-Managed Team That Shines

Apr 14

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Sometimes organizations require teams that can work efficiently on their own with minimal input from above. Perhaps there is a special project that is separate from normal operations or maybe certain teams are designated to work remotely.

A self-managed team is not automatically created just because it is formed for its given purpose. Managers are still needed to oversee such work groups and ensure that everything is set up for optimal performance and results from the team.

There are 3 things that a manager must do to build a successful self-managed team.

Create a culture of collaboration
Empower the individuals in the team
Require accountability

1. Culture of Collaboration

Clear common goal

By design, a self-managed team has a common goal that it was created to fulfill. However, it is not always apparent to the members of the team what that common goal is.

It is critical that everyone is on the same page and understands the purpose behind their combined efforts. Make sure that the team’s purpose, mission and values are all clearly laid out. Once each team member is aligned on these points, everyone can work together towards the same end goal.

Trust and honesty

Even if everyone is clear on the details of the team’s purpose, this does not guarantee that they all can work together particularly well. One of the most important aspects of effective teamwork is the level of trust between its members.

These people will be working closely together to achieve desired results. They need to be comfortable with each other and willing to get past formalities to tackle problems and offer support.

Some ways to help a team get to know each other and develop strong work relationships are:

Icebreakers
Team lunches
Fun activities during break times (games, watch a movie, etc.)
Breakout sessions in pairs or small groups
Team retreats

2. Empower the Team

Autonomy

Give employees the power and authority to make decisions about their work without needing to seek approval every step of the way. If people feel that they are being micromanaged and must constantly report, ask for permission and wait for the go-ahead, the work process will be significantly slowed.

This doesn’t mean that the team has absolute free reign and don’t need to check in with you as their manager. Feedback and direction is still needed to ensure that the product/project remains on course and that at But ceding some power to each individual will do wonders for their productivity and job satisfaction.

Access to resources

The best thing that managers of a self-directed team can do is take the initiative to ensure the team has everything they need to do their job and do it well.

Does everyone have the necessary equipment as far as technology, software, materials, etc.? Each individual on the team likely specializes in something and will therefore have unique needs. For example, someone doing Marketing tasks may require Photoshop to create infographics or assets for the company website, but the accountant of the group will have no need of Photoshop (but will likely require other specialized software).

Resources also come in the form of training and knowledge, which should not be overlooked. Make sure your team is keeping up to date with the current industry trends and that they are developing any important skills that can help them accomplish their duties more effectively.

3. Require Accountability

Outcomes

For a self-managed team to truly thrive, each member needs to be responsible for their share of the work and the deliverables that they produce. The manager should set clear expectations for productivity and the desired results based on the active timeline.

Everyone on the team should be comfortable with sharing their work in stages, from the initial ideation, to process and final outcome. Team members should meet or coordinate virtually on a regular basis. Have daily stand-up meetings to keep everyone updated, or schedule people to do a short presentation to the team when they have hit a milestone or completed a large task.

Allow for mistakes

No matter how driven and high-performing, employees are human and can make mistakes. How a manager handles an error in judgment or a lapse in work quality will determine how those on the team will emulate their response in the future. It is important to acknowledge mistakes rationally and learn from them going forward.

Don’t punish or reprimand people for an honest mistake. Instead, make it into an opportunity to grow. Also, resist the urge to immediately provide guidance or answers. Simply explain the effect that the mistake has had in the organization and make the employee responsible for coming up with a solution. This will teach your team the value of self-reflection and allow them to be more independent when trouble crops up in future situations.