Introducing the Leadership User’s Manual for Your New Team
[Credits: Claire Hughes Johnson, former COO at Stripe and executive at Google, author of Scaling People, Ilad Gil, “High Growth Handbook”]
In this guide, we’ll delve into the concept of creating a “Working with Me” or User’s Guide, inspired by the insights of Claire Hughes Johnson, who developed this approach during her tenure at Google and Stripe.
The Problem & Dilemma for Newly Hired Leaders & Their Teams
Imagine this scenario: You’re either a new leader joining a company or an existing team facing a new executive. While there may be an initial meeting, it often takes weeks or even months of working closely together to truly understand how to collaborate effectively. This period is fraught with ups and downs, confusion, miscommunication, unmet expectations, and potential disappointment. Such challenges can strain relationships and hinder productivity, leaving both the individual and the company worse off.
But is there a better way?
Many leaders facing similar situations have embraced the idea of creating “User’s Manuals for Working with Me.” Let’s explore this concept further, including its origins, variations, templates, and potential pitfalls.
Background on the Genesis and History of This Concept & Tool
Claire Hughes Johnson, drawing from her experiences as a VP at Google and later as COO at Stripe, introduced the concept of a personal “working with me” guide to manage rapid team expansion. As companies like Google ballooned from 1,800 to 60,000 employees and Stripe grew from 160 to 7,000 employees, Johnson saw the need to streamline communication and expectations within her teams. Her approach aimed to eliminate guesswork in team interactions, fostering a more inclusive and productive work environment from the outset.
The guide, now a cornerstone of her book “Scaling People,” encourages both managers and new hires to outline work preferences, communication styles, and emotional approaches to work. For instance, Johnson detailed her preferred communication channels for different messages, aiming to make implicit expectations explicit and reduce workplace anxiety. By sharing insights into decision-making styles, stress responses, and individual quirks, Johnson’s guide serves as a blueprint for expectations and behaviors, facilitating smoother integration for new hires and adjustments for existing team members.
Moreover, Johnson emphasizes the importance of feedback on these guides, fostering a culture of open dialogue about strengths, weaknesses, and areas for improvement. This feedback mechanism supports continuous improvement, retention, and a focus on human aspects amid rapid company growth.
Sample Tool Template
A sample template for the “Working with Me” guide can be found here, which can be filled in online or downloaded as a Word document for offline use.
Pitfalls to Beware of & How to Avoid
While creating a User’s Manual can be beneficial, there are pitfalls to avoid. Some view it skeptically as a means for managers to excuse bad behavior by preemptively acknowledging flaws. To mitigate these concerns, consider the following actions:
- Enhance self-awareness by engaging in personality assessments such as Hogan, DISC, Myers-Briggs, or Predictive Index.
- Seek feedback from past team members and close associates to ensure the guide accurately reflects your working style and preferences.
- Encourage bi-directional communication by inviting team members to create their own manuals, fostering mutual understanding and collaboration.
- Regularly review and update the manual to reflect changes in working style, technology, and team dynamics.
Remember, the User’s Manual isn’t a one-time endeavor but an evolving document that supports ongoing communication and collaboration within teams.