The only things you can be sure of in life are death, taxes and CHANGE. So many products have seemingly carved out a new market for themselves only to have it stolen from them by something more innovative and better that built on their concept. The tech sector is ruthless and you can’t rest on your laurels.
The larger and more complex the product, the harder it is to manoeuvre through the changing landscape. It’s challenging enough with a team of rock stars, all on their a-game and working together seamlessly – even Apple and Google fail as a matter of course. But if your team is disconnected, unclear on roles and driving to turn the oil tanker in different directions you stand a big chance of being superseded. And losing all your staff to the more agile sports car of a product that over took you.
A coaching approach to team management is essential to help keep the team agile and responsive to change. A team is greater than the sum of its parts and every individual, if in the right role, listened to and supported in the right way, has answers to help contribute to the wider problem of future proofing your product. Acute awareness of the skills and weaknesses of each team member built up through a culture of communication, an individual approach to working with team members and self-reflection and ownership is essential and can be developed by supporting the team with team, group and 121 coaching, development and facilitation – particularly during periods of change or crisis.
Retaining interest of teams long enough to know your legacy products intimately to enable them to refresh and redevelop it effectively is essential. Differentiating yourself from the sexy sports car competitor cannot necessarily be achieved through the promise of fresh greenfield development and the allure of no legacy integrations of knowledge transfer being required. You need to offer something more to the person in the role. A place to belong, that they can input in to and influence. A place that meets other needs. A place aligned with their values and is easy to work in. If you don’t know how to do this, how will you set it up? And if your team don’t know what would make them most satisfied in terms of value alignment or environment, they can’t tell you, so how do you work out what to do?
For more information on how a tailored programme from my team coaching partnership Dynamic Connections Coaching could help you work all of this out and support your team in navigating the change ahead, please get in touch.