For technology pros who want to advance their careers, moving from a traditional reporting structure to a self-managed team can be disconcerting.
Those in transition may have questions such as:
- How can I distinguish myself in a structure based on shared team goals and performance metrics?
- How can I use my autonomy to showcase my leadership traits and drive positive outcomes, without coming on too strong?
While there is no proverbial ladder to climb on a self-managed team, there are plenty of opportunities to make an impact and showcase your strengths and abilities. “Self-managed teams reward initiative, not title-chasing,” explained Pim De Morree, co-founder of Corporate Rebels and researcher of self-managing organizations. “If you consistently step up, drive impact and help the team win, your influence will grow naturally.”
Here are six ways to shine as a member of a self-managed team.
Take Initiative
There’s nothing wrong with stepping up and becoming the informal team leader in areas where you excel, at appropriate times, advised Kristin Arnold, president of Quality Process Consultants Inc.
While self-managed teams don’t have a designated leader, they still need someone to take the helm. Anyone with the right skills, initiative and approach can take on all or part of this role. However, you need to choose your opportunities wisely.
For instance, if a project is stalling because no one wants to handle a tricky client, be the one who steps up and smooths things over. Spot a gap in the team’s workflow? Fill it. See an inefficiency? Fix it. If you’re good at strategy and your team is just getting started, don’t wait for an invitation—jump into planning discussions.
No one’s handing out titles, but if you consistently push for better ways of working, others will see you as a leader, whether your job title says so or not.
Be the Go-To Person
If you develop expertise in an area the team depends on, you won’t need to fight for recognition, people will naturally turn to you.
“It’s about proving your value through actions,” De Morree noted.
For instance, maybe you’re better at sprint planning, integrating testing activities or sharing feedback and progress reports with stakeholders. Alternately, become the person who notices patterns and streamlines workflows to help the team move faster. If you see two teams struggling with the same challenge, bridge the gap and get them talking.
Success on a self-managed team comes from intentionality, Arnold said. You can’t just show up and do great work. By understanding your strengths and volunteering to apply them in specific situations, you will become known as more than just another team member—you’ll be an essential problem solver.
Ask Great Questions
Rather than telling everyone what to do, invite others to contribute by asking great questions, advised Dr. Ruth Wageman, team effectiveness expert and chair of 6 Team Conditions. It’s a softer approach that wields great power and invites critical thinking.
For instance, at the conclusion of a Sprint planning meeting, be the one to ask if everyone is on the same page. Encourage your teammates to speak up if the goals are unclear. The same goes for retrospectives. The power of inquiry can create breakthrough change or improve team performance in a way that respects the autonomy of the team.
Make Everyone Around You Better
In a system that values contribution over self-promotion, real influence comes from making things run better, faster and smoother for everyone. Help the entire team get better by sharing your expertise and by asking for feedback, encouraging retrospectives, and fostering continuous improvement.
Challenge outdated ways of working. If a process is slowing the team down, push to change it… not by complaining, but by suggesting a better way.
Leadership is no longer about straight up hierarchy, Wageman added. Demonstrating the ability to influence and guide others towards a desired outcome without relying on formal power or position is helpful for moving up.
Finally, help your team prepare for future changes by actively researching emerging technologies and proactively identifying ways they can adapt, upskill and potentially implement new tools or processes to stay ahead of the curve.
If you can position yourself as a forward-thinking leader on the team, your career will accelerate Arnold noted.
Foster a Culture of Ownership
Results matter, even on a self-managed team. Accepting responsibility for outcomes, not just tasks, and being a reliable and dependable contributor who expects excellence from everyone will set you apart.
Receive Credit vs. Taking Credit
Set yourself up to receive credit versus taking credit. How? If your team is effective and successful in driving positive outcomes and results, you will automatically be recognized for your contributions and receive acknowledgement and potential rewards for your hard work and achievements. Talking up the contributions of your teammates shows that you recognize the power of collaboration.
While you might think that an individual contributor is more likely to receive accolades and promotions, having a bevy of team successes and failures under your belt makes you a prime choice for advancement within your company or role.
“It’s a delicate dance,” Wageman said. However, the more you share credit with others, the more likely they are to share credit with you.
