My Management Style
It’s too easy to say that he is a servant leader. The reality is that Eddy seeks out opportunities for his team to be successful.
Throughout my tenure as a product design leader in KPMG, my management style was rooted in serving collaboration and empowerment. I enabled the team with clear expectations and goals while also providing them with the autonomy they needed. I leveraged each team member’s unique strengths and preferences to help them flourish.
I encouraged collaboration by fostering an environment where open dialogue was valued and ideas were welcomed. I led by example, demonstrating a willingness to listen and learn from others. I actively sought input from team members and valued their contributions, regardless of their role or seniority. By creating a culture of collaboration, we were able to leverage the diverse skills and perspectives of our team, resulting in more innovative and well-rounded solutions.
Furthermore, I aimed to empower my team members by providing them with the necessary support and resources to excel in their roles. I believed in their abilities and encouraged them to take ownership of their work. I provided guidance and mentorship when needed but also allowed them the freedom to make decisions and learn from their experiences. By empowering my team members, I nurtured a sense of ownership and pride in their work, which ultimately led to higher job satisfaction and increased productivity.
The Detail
I truly believe that when managing a team at a high level you manage 4 things:
- Trust,
- Communication,
- Outcome, and
- Expectations
Eddy was instrumental in creating one of the strongest teams, both in performance and culture, that I have ever been a part of. He fostered an environment of openness, vulnerability and support, which allowed us succeed together in a high pressure and fast paced environment.
Building Trust
In my role as a product design leader at a big 4 consulting company, I understood the importance of building trust within my team of up to 10 people who were simultaneously working on various projects. I firmly believed in creating a safe environment where learning and vulnerability were encouraged. To establish trust, I took the time to genuinely get to know each team member on a personal level. I made an effort to understand their strengths, weaknesses, and aspirations. By showing a genuine curiosity in their lives and experiences, I created a foundation of trust and respect.
I also made it a point to be there for my team members. Whether they needed guidance, support, or simply someone to listen, I made myself available. I encouraged open and honest communication, and I actively sought their input and feedback on project decisions. By being approachable and empathetic, I fostered an environment where team members felt safe to express their ideas, concerns, and even their failures. This safe space allowed for continuous learning and growth, as individuals felt empowered to take risks and learn from their experiences without fear of judgment.
Clear Communication
As a product design leader, effective communication was paramount to the success of our projects. I understood that simply giving instructions wasn't enough; I had to ensure that my team members truly understood what was expected of them. I framed requests clearly, taking into account the unique perspectives and interpretations of each team member. I actively listened to their input and clarified any uncertainties or misunderstandings that arose. I encouraged open dialogue and asked for their ideas and opinions, creating a collaborative environment where everyone's voice was valued.
I also recognised that communication is a two-way street. I made it a point to actively listen to my team members, not just during meetings but also in informal conversations. I was genuinely interested in their thoughts, concerns, and ideas. This active listening fostered a culture of respect and open communication, enabling us to work together more effectively. By prioritising clear and open communication, I ensured that our team stayed aligned, and everyone had a shared understanding of project goals and expectations.
Managing outcome, not process
In my role as a product design leader, I understood that my team members had their unique strengths and approaches to tasks. I recognised that they were often better at doing things their own way, and I embraced this diversity of thought and work styles. Instead of imposing my own ideas, I acted as a facilitator, supporting them with the necessary tools and resources to excel.
I also ensured that my team members had access to the tools and knowledge they needed to succeed. If they encountered any obstacles or lacked specific resources, I supported them by providing the necessary academic or practical assistance. Whether it was sharing my expertise or connecting them with relevant resources, I aimed to equip them with the means to achieve their goals. By managing the outcome rather than micromanaging the process, I encouraged autonomy and innovation within my team.
When assigning tasks, I always started by asking my team members how they would approach them. I encouraged them to share their thought processes and plans, and I actively listened, asking probing questions to help them refine their strategies. By involving them in the decision-making process, I empowered them to take ownership of their work.
His leadership style let’s designers grow, but always with a pragmatic, creative, commercial and kind eye over their work so that he can help them to shape their outputs
Manage Expectations
In my role as a product design leader, I recognised the importance of proactive communication and managing expectations. I encouraged my team members to communicate the expected outcomes of their tasks proactively. By setting clear deadlines, quality standards, and scope expectations, we were able to align our efforts effectively. This proactive approach helped us anticipate potential challenges and adjust our plans accordingly.
I also emphasised the need for open and transparent communication within the wider team. I encouraged my team members to liaise with stakeholders, communicate progress, and address any concerns or changes in a timely manner. By setting an example of proactive communication, I empowered my team to take ownership of their work and build trust with external stakeholders.
By managing expectations, both within the team and with external stakeholders, we ensured that everyone had a clear understanding of project deliverables, timelines, and quality standards. This clarity reduced misunderstandings, enhanced accountability, and ultimately contributed to the successful completion of our projects.
