In this article, I am writing about a topic which is very close to my heart and I have been implementing the same (at least trying to) in all the teams that I have built and scaled over many years in my career.
Today the ability to quickly adapt and excel is crucial for any early or growth stage startups’ success. This is why building engineering teams that not only perform exceptionally but also manage themselves is becoming increasingly important. Such teams are known as self-organizing, high-performing teams.
Recently on a podcast titled Engineering Success I had an opportunity to discuss the anatomy of High performing teams with Himanshu Saxena. This article will explain what these teams are, why they are important, and provide a step-by-step guide on how to develop them effectively. Himanshu was able to ask the right questions and get me to think about aspects of team building and management which I myself would have never been able to lay out in words.
What Are Self-Organizing, High-Performing Teams?
Imagine a team of engineers who figure out on their own what they need to do each day. They don’t need a boss to tell them every little step. They work together to solve problems fast and come up with cool new ideas. This is what we call a self-organizing team. When this team also does their jobs really well and meets their goals, they are a high-performing team. For a startup, having a team like this is great because it means things get done faster and better, and the team can quickly adjust when they need to.
Why Are These Teams Important for Growth Stage Startups?
For startups that are growing, there are some big reasons why these kinds of teams are super helpful:
1. They Can Change Quickly: Startups need to move fast and adapt when things change. Self-organizing teams can do this without waiting for a lot of instructions, which helps them stay ahead.
2. They Get More Done: Since these teams manage themselves and care a lot about their work, they often get more done. They try new things and find the best ways to solve problems, which can lead to creating things no one else has thought of.
3. People Like Their Jobs More: Engineers like to feel in charge of their work. When they do, they’re happier and stay at the job longer, which means the startup doesn’t lose time and money finding new people.
4. They Help the Startup Grow: As startups grow, it’s hard for just a few people to manage everything. Teams that can handle things themselves make it easier to grow without everything getting too complicated.
5. They Make Better Stuff Faster: These teams focus on making sure what they create is really good but also get it done quickly. This is important because in the tech world, being the first to come out with something new can be a big deal.
How Can You Build These Teams at Growth-Stage Startups?
When your startup is growing, you need a team that can handle more work and bigger projects without always needing direct instructions. Here’s how you can build a strong, self-managing engineering team that can help your startup succeed.
Step 1: Spot and Grow Leaders in Your Team
Building a strong team starts with recognizing the unique talents and abilities each engineer brings to the table. This is especially crucial for growth-stage startups where every team member’s contribution can have a significant impact on the project’s success.
Step 2: Make Rules That Fit Your Team
In a growth-stage startup, it’s crucial to develop processes that align well with your engineering team’s dynamics, especially because resources are lean and there’s constant pressure to move quickly. Adjusting and fine-tuning your team’s approach to projects can significantly enhance their productivity and satisfaction.
Step 3: Encourage Everyone to Own Their Work
Promoting a sense of ownership and accountability within an engineering team is crucial, especially in a growth-stage startup where team roles and responsibilities are continuously evolving. Often, some people may be stepping into leadership roles for the first time, without prior managerial experience. This transition can be challenging, and fostering a culture where every team member—regardless of their background—feels personally invested in the company’s success is vital.
Step 4: Help Everyone Perform Their Best
In growth-stage startups, where projects move fast and the pressure is always on, it’s common to feel like replacing team members who aren’t performing well might be the quickest fix. But the essence lies in not to give in to this temptation, help people solve the issues and getting them on the right track.
Step 5: Balance Velocity with Quality
For engineering teams in growth-stage startups, striking the right balance between developing products quickly and ensuring they are of high quality can be complex. This balance is crucial as it influences the startup’s ability to meet market demands promptly while maintaining a reputation for quality.
Conclusion
In today’s fast-paced startup environment, building self-organizing, high-performing teams is not just beneficial—it’s essential. These teams empower startups to innovate rapidly, adapt to change, and maintain high standards of quality without constant oversight. By cultivating leadership within the team, implementing effective processes, fostering a sense of ownership, and balancing speed with quality, startups can create resilient teams that drive growth and success.