Interactions before structure

What does it mean to be an interactional leader? The PMBOK will tell you it’s a combination of three other leadership types — transactional, transformational, and charismatic leaders — that focuses on action, results, and accountability. I’ll tell you what it means to me.

Recognizing your team and your product is not one-size-fits all

No, really. It’s easy to say that you (or your life cycle) is adaptable and quick to change, but what’s harder is rooting the foundation of your team workflow and operations to be inherently flexible. A product will only be as successful as the operations are planned, and the same goes for your team. Every user story will think a different way and be nurtured a different way, as will every team member, and every product/feature/iteration.

Empower and foster full autonomy

Offer a clear outline of your expectations for your team. Hire with purpose, and take time to really ask questions to get to know each contributor’s work style. What is the best way to give feedback? How frequent should check-ins be for them to feel supported? How flexible are their work hours, and when are dedicated hands-off blocks (no meetings, no interruptions, let them get their work done)? Then, let them do their jobs. Ask about how they are really doing. Be honest about blocks or annoyances while still respecting other stakeholders. Give them trust, and make sure they can trust you to be transparent and act in their best interest always. Why? Happy teams make healthy products.

Give everyone what they need

Don’t think of resources as finite here. If you have seven team members and only 8 hours a day, make sure to time block per week or per month instead of per day. Learn to flex. Find out who needs daily stand ups in meetings, and who can live with automated, push stand ups. If one person is shy, ask if they prefer one-on-ones and communicate messages on their behalf — once vetted for accuracy, of course. Treat each worker as a human first, not a cog in the machine. Harmony is contagious.

Fall back on organization, choose when to abandon the technique

How does all of this boil to drive actions, results, and accountability? Wouldn’t a directive leadership style do this more efficiently? The emotional intelligence and self-regulation you foster into a team is the foundation. Remember, just as products are centered around a user’s motivations and values, so is your team’s. Document your changes in team dynamics just as you would a change log. Consider it your insider knowledge to the WBS, and apply it to the RACI chart: Who is responsible, who is accountable, who is consulted and who is informed? Keep your calendar as repetitive as you can allow with team engagements, but create a boundary that would constitute a change or pivot point that is clear to you and each member.

Be warm, be sincere, and stay interested

We are all people going through life for the first time, and each work scenario for the first time. Be open-minded. Be forgiving. Be a duck… let the water roll right off your back, and keep swimming forward.

Offer rewards or opportunities as you can

You probably aren’t the one responsible for monetary rewards. But even if you are, think about the other ways you can help your team achieve their goals. Ask what they want next in their career. Ask what they are passionate about. Find out if there are any personal or professional development resources that can go to them. Be the person to advocate for them and say their name in a room full of opportunities. Be the person in their corner.

Be clear on your needs, too

I like to let my teammates know what I need from them. That includes how I receive feedback and give it. This way, there are fewer issues with tone or delivery. If I say “I can be direct with underperformance and will encourage others to be upfront with me when a deadline is not attainable,” then that confrontation cannot be unexpected. Similarly, if I say “my weakness is seeing notifications during meetings, I tend to get in touch over chat for emergencies,” then my team members will wait until my meeting ends to expect a response and know when a quick change is unattainable as such.

Leave your pride at the door

You’re going through life for the first time. You’re going through work scenarios for the first time, even when they have common themes. There will be set backs. You will be wrong. Tell your team when you mess up, and they will be more comfortable telling you. Establish a circle of support, and the collaborative autonomy will thrive.