Self-Managed Teams

We have always known that unity is strength and even more so when it comes to creating a work team. Although it is common to have a leader to guide the team, as remote work gained more ground, self-managed teams began to become more popular.

Achieving efficiency in a work team is no easy task. In this article, we will explain what self-managed teams are, how they work and how to form these types of teams.

What is a self-managed team?

When a person manages themselves, they are not under the direction of an authority figure. On the contrary, it has full autonomy and control over its actions, processes and results.

In the workplace, a self-managed team is a group of employees who work collaboratively to complete a project or achieve a defined result with little or no direct oversight from a manager.

Many employees in your organization are likely to practice some degree of self-management. For example, more experienced employees are confident in doing their jobs well and on time without being micromanaged. But even so, they themselves systematically report to a team leader or supervisor for guidance.

How does a self-managed team work?

The team is responsible for the tasks normally assigned to managers, such as performance evaluations, operating procedures and far-reaching contributions to the company.

Self-managed teams are usually smaller in size, and with each function clearly defined. They collaborate to complete their shared tasks and overcome obstacles to achieve their ideal production or result.

These teams take a more specific and concrete approach to meetings, rather than making daily calls or scheduling weekly discussions about the project.

Advantages of creating self-managed teams

Moving from the traditional management hierarchy to self-managed teams is not an easy task.

It requires the participation of employees and managers, as well as resources and time. But when properly developed, these teams can inspire innovation, enrich relationships across the company, and help the organization achieve its objectives quickly.

If you want to achieve any of the following challenges, self-managed teams are an option to achieve this:

Development of new skills

Working in a self-managed team allows employees to explore underdeveloped skills. Plus the opportunity to rotate through different roles to learn from your peers and develop totally new skills.

Joining a self-managed team provides an experiential learning and skill exchange environment in which they can safely explore a new role within the company and gain knowledge from their peers

Leadership

Employees of self-managed teams have the unique opportunity to become flexible and develop their leadership skills. Working in these smaller self-managed teams puts everyone on a level playing field and provides them with an opportunity to lead, advise or contribute in new ways.

Specialization

It's an opportunity to become experts in your role or to master a specific skill.

Because they are smaller teams, each employee has more participation than in a traditional team structure. They are responsible for the role they play and gain a deeper understanding of their peers' work, the process, and the final product.

Commitment and motivation

Simply feeling like you're part of a team can make you feel more motivated, and that motivation increases when you're working toward a shared goal. As individual responsibility falls on them, they feel more motivated to do their jobs better and ensure the success of the team as a whole.

In addition, assigning an employee to a project that aligns with their interests or experience will automatically increase their commitment, since they are already within their field of action.

How to prepare leaders for self-managed teams

Although self-managed teams don't have a leader to lead them from within, leadership still plays a crucial role in their success:

• The organization must have clearly defined objectives and values that serve to inspire and guide a self-managed team.

• Leaders must show trust in their team members. Let go of the typical top-down management style. It requires relinquishing control and fully trusting your employees.

• Leaders must be transparent with their teams, sharing vital information to deepen their trust and align them with the organization's objectives.

The role of the external leader

In some organizations, self-managed teams have an external leader who acts as a liaison between them and the management team, helps the team acquire resources and presents its findings to the executives.

External leaders are responsible for the success and performance of one or more self-managed teams. It is a complicated role, since they must guide the team towards their goal without exceeding their limits or micromanaging them.

One of the main objectives of an external leader is to establish strong relationships with the executive team and the self-managed team. Once it establishes trusting relationships with both parties, it helps the self-managed team to develop a direct relationship with the leadership. This allows the external leader to take a step back and reduce their participation.

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How to Develop a Self-Managed Team

Moving from the traditional management hierarchy to self-managed teams can be a challenge for some organizations. Although there are fewer leaders in these teams, there is still a structure that must be followed when developing them:

1. Identifying potential employees

Employees who thrive on self-management often have these characteristics:

• Momentum: They take the initiative and move forward with confidence without the direction of a superior.

• Trust - They must show confidence in their abilities, in the organization and in the members of their team. In a self-managed team, trust makes ideas flow freely, as team members feel more comfortable sharing their thoughts and concerns without being judged.

• Effective decision-making - They make well-thought-out decisions and have demonstrated strong decision-making capacity. They consider alternative viewpoints to make an informed decision.

• Self-knowledge - Knows your abilities and limits and refers to your teammates when necessary.

• Strong Communication - They help cultivate an environment that promotes open communication.

2. Clarify goals and objectives

Before creating a self-managed team, it must be confirmed with the address. Communicate the organization's business objectives to your team and establish ways to measure and control its performance.

3. Form and create teams

Some employees may need technical training related to the project, or training on how to work in a self-managed team. If team members don't know each other, team-building practices and events can be coordinated to help them build trust and improve their communication.

4. Put it in the hands of the team

The team will then work together to establish their specific objectives, define their roles and responsibilities, and outline their process. An outside leader will advise during this time, as needed.

5. Revisions

Self-managed teams don't require constant feedback from a supervisor or manager, but performance development reviews must still be scheduled to measure their progress.