How to improve the effectiveness of the strategic change team. Evaluation of the managerial effectiveness of the team Algorithm for ensuring the effectiveness of the team's activities

So, to implement changes in the organization, you can create a team. To create a team, you need to know how it is created and formed. You need to choose the right way to create a team. Building a team in itself is not enough to bring about change. The team must act effectively - this is the key to the success of the implementation of change, and to monitor the effectiveness and improve it is the task of managers and managers.

Commands are most effective when:

Development of strategies in conditions of high uncertainty of the environment;

Blurring and multiplicity of criteria for selecting strategic options;

Simultaneous implementation of several strategies;

The need to coordinate complex work;

A wide range of opinions of experts regarding the assessment of strategic alternatives;

Conflict of interests of interested parties;

high degree resistance to strategic change.

From the general assumptions it is clear that the more uncertain the task, the more effective the team approach, especially in cases where it is necessary to satisfy the various requirements of interested parties. This is obvious, for example, when developing a technological innovation policy, when the choice between alternative development options is based on a detailed study of various data. In this case, there are not always enough facts to determine the final version of the policy or strategy for innovation, support and development, so the opinions and personal vision of the parties involved are taken into account when making a decision. If expertise fails to arrive at the necessary solution to the problems, then compromises between alternative perspectives and the legitimate interests of the parties can be found as a result of teamwork.

The conditions under which teamwork may not be effective are the following:

Teams can work out what suits everyone, not best options problem solution;

Decisions may depend on the level of innovative thinking of team members;

Teamwork may be inappropriate in cases where time is limited for choosing solutions.

Team effectiveness is the degree to which the team achieves its goals, how close the team is to achieving them.

Overall performance in organizations is difficult to measure, and many managers have difficulty evaluating performance because these methods rely on measuring characteristics that cannot be quantified.

The main reasons for the decrease in the effectiveness of the team can be determined by the fact that when the solution to problems is determined in the process of joint discussion, it is likely that extreme, including, possibly, optimal solutions will be excluded.

The result of team work is determined by the degree of progressiveness of the team in terms of its composition, norms and value orientations. The team in which the spirit of invention and originality is a priority tends to be an innovative type of behavior. An innovative type of behavior of an organization is its important competitive advantage, its resource is practically inexhaustible. If price competition is faced with many restrictions, both from the state and business associations, then the possibilities of offering new products and services, changing their quality are constantly supported by the achievements of scientists, engineers, managers, non-standard mental activity of gifted professionals in various fields of knowledge.

It takes more time to develop a team decision than to make an individual one, since mutual contacts and finding consensus on the decision are assumed.

There are three main factors of effective team work. These include:

Meeting the individual needs of team members;

Successful teamwork;

Solving the tasks assigned to the team.

These elements are interdependent. For example, personal satisfaction depends not only on the successful solution of tasks, but also on the quality of relationships in the team, as well as on social aspects team work. A high level of cohesion can improve the efficiency of the entire organization. Highly cohesive teams have fewer communication problems, fewer misunderstandings, tensions, hostility, and mistrust, and are more productive than non-cohesive teams. However, a negative consequence of high cohesion is team unanimity.

The effectiveness of the strategic change team depends on the following types of work:

Management of the quantitative composition of the team;

Office functional responsibilities team members;

Distribution of functional and team roles.

By managing these types of teamwork, you can monitor the effectiveness of teamwork, increasing efficiency and achieving success in implementing change projects.

From general ideas it is clear that the effectiveness of very small and very large teams will be less than when a certain optimum size is reached, although the desire to both reduce the number of team members and increase it is justified. In the first case, the speed of intra-team communication increases and, consequently, the speed of task completion. In the second, the inclusion of a larger number of specialists in the team will ensure an increase in the quality of the task. It would be advisable to have a team as small as possible in number, but large enough so that the competence of its members meets the requirements of the task.

The effectiveness of the team is largely determined by the personal qualities of its members and the relationship between them. Everyone should be ready to direct all their abilities, experience and knowledge to the solution of the team task.

The level of competence, which includes the knowledge, understanding, skills and personal qualities that team members must possess, is determined by the tasks and methods for achieving the goal.

It is necessary to evaluate the relationship between the results of the team’s work and the requirements for the level of competence as often as possible in order to detect in time possible problems and make the necessary changes, organize training, etc.

An effective team can also be characterized by generally accepted criteria for the effectiveness of any organizational structure, but there are specific features that are unique to the team. Distinguish efficiency from positions professional activity on the project and organizational-psychological climate of activity.

In a professional sense, efficiency is, first of all, the focus of the entire team on the final result, initiative and a creative approach to solving problems. High performance and focus on the best option solutions, active and interested discussion of emerging problems complete its characterization.

From the standpoint of the organizational and psychological climate, such a team can be called effective, in which:

Informal atmosphere;

The task is well understood and accepted;

Its members listen to each other;

Discuss tasks in which all members participate;

It is expressed both by their ideas and feelings;

Conflicts and disagreements are present, but expressed and centered around ideas and methods, not personalities;

The group is aware of what it is doing, the decision is based on consensus, not majority vote.

Under these conditions, the team not only successfully fulfills its mission, but also satisfies the personal and interpersonal needs of its members.

The team building process model (Figure 39) includes a description of task characteristics, work structure, individual characteristics, team characteristics, team processes, team building processes, team changes, team activities, individual changes.

Rice. 39– Formation of an effective project team

The immediate result of the output is a completed project with planned characteristics as an indicator of team activity. There are also other intra-team results, which can include team changes (for example, the emergence of new norms) and individual changes (for example, the acquisition of new knowledge, skills), which in turn can affect the improvement of team performance.

One of the first researchers who studied the effectiveness of work in a group was E. Mayo. In the 1930s, Kurt Lewin focused on research organizational behavior in groups, group dynamics. After 20 years, D. McGregor and his colleagues began to study the improvement of managers in industry. Another scientist who contributed significantly to the development of knowledge about effective teams in management was R. Likert, who singled out the characteristics of effective teams, focusing on the process and on the internal dynamics of the team. K. Argyris focused on the influence of the type of work situation on the personal development of an individual in an organization.

It is impossible to come up with a set of rules that will necessarily lead to the creation of an effective team. The reasons for a team's success are much more complex and cannot be reduced to just fulfilling a set of prescriptions. What do we mean by efficiency? Is it only the achievement of goals? How do the individual achievements of team members fit together? How does the personal satisfaction of team members contribute to its effectiveness?

Key elements of effective teamwork include:

satisfaction of personal interests of team members;

successful teamwork;

solution of tasks assigned to the team.

The effectiveness of the team also depends on the next step - on what happens after the achievement of the goals. Observations of the work of teams in organizations show that most, if not all, of the energy is directed to solving the external problem (what needs to be obtained, when, with what means and resources).

Naturally, this is important, but we must not forget about the process (how the team will work) and that conflicts are not ruled out. For example, even a team that has achieved its goals can hardly be considered effective if its members have conflicting views and are so disillusioned with their organization that they intend to look for another job.

Therefore, as additional indicators of the effectiveness of the team, we can consider the degree of readiness of its members to perform new tasks and their desire to continue working together.

The teamwork assessment system combines 25 assessment categories. The methodology for assessing teamwork is borrowed from the works of D. Maslov, who proposed using a functional model for self-assessment in an organization.

Table 3.2.1. Summary and criteria structure

Criterion	Maximum
1. Organizational environment
1.1. The readiness of management to delegate responsibility and authority to the team level and the readiness of team members to take responsibility and authority
1.2. Building a budgeting system on a bottom-up basis
1.3. Application of methods of psychological analysis in the selection of candidates for vacancies
1.4. The degree of coordination of the organization's development strategy with the stages of team development
1.5. The focus of the remuneration system on the use of teamwork

The main six barriers that reduce efficiency:

unclear goals of the project and directions of its implementation;

The key to the success of any business is the involvement of the team. Managers dream of employees who show initiative, help each other, develop daily, and be as loyal to the company as possible. Everyone dreams, but not everyone gets it. What needs to be done for this, what nuances to observe, how to act correctly?

Change happens when you start with yourself.

Bringing the department to new level it is important to determine whether the manager himself falls short in terms of competencies. Do executives often stop to analyze their growth areas?

There is simply no time for this, and if “the fish rots from the head”, the head should be clear and bright.

AT core competencies, outputting the command, there are two directions.

1. Strategic.

Maintenance and implementation corporate values, long-term planning (annual, semi-annual), analytical activities.

2. Practical.

They include the ability to implement the planned: motivation, coordination, control, correction, short-term planning (daily, weekly), development.

A huge mistake is the formal execution of procedures, especially the practical part; You can set great goals, but the implementation process raises a number of difficulties: do people believe in achievability, can they achieve it, and how does the manager manage it?

Successful team

Easily reach the heights in the business of those who burn with it and love it. One has only to think about how people strive to improve in a hobby and are ready to spend every free minute on it, and masterpieces are obtained! That is why it is important to assess how employees fit the tasks being implemented, with what interest they perform them, how they strive to work.

There are criteria for involvement in work, by which you can understand whether a person works in his place:

1. Openness to new projects, ideas and willingness to improve work;

2. The manifestation of initiative within the framework that is not related to the direct functionality;

3. Willingness to help colleagues, even when the job description does not oblige;

4. The desire to share experience and knowledge, with their successful application, sincerely rejoices;

5. Willingness to spend extra time fulfilling duties: to come to work earlier and leave it later when the situation requires, but the management did not set such a task.

When people work to their strengths, employers end up with perfect employees, as described above. Sometimes you have to remove a person from a position when you understand, no matter how hard he fights, there are no changes. Often this decision is difficult, but only it can help a colleague realize his potential and flourish in a different function, allowing him to earn more, bringing enormous benefits to the company.

Determine employee strengths

There are many techniques, but each of them contains key success factors, which are discussed below.

Stage 1. Interrogate about his interests by asking questions:

- What did you like to do as a child?
What do family and friends often praise for?
- Ask to remember the most cherished achievements and find out what qualities helped to achieve them?
What abilities do you consider outstanding?

Stage 2. Determine on which functionality the identified qualities can be best applied.

The key to success will be the ability to change the path of a subordinate in time; on negligent functionality, it will bring much less money or any other benefit than a more capable person could.

Stage 3. Striving for control

Control and development are in fact the main activities of managers. Going overboard with control is like signing a contract for inactive, inert, withering workers.

An experienced manager finds a balance between these two managerial tasks. For example, using the delegation technology, with the help of which it will not only enable a colleague to rise and develop, but he himself will be able to do more. They delegate various things, initiative, powers, assignments, which may seem routine.

As a result, for an employee, this is an opportunity for self-realization and an increase in significance in the eyes of the boss. And when you praise something, you want to repeat it better and better.

UDC 330.332.54

O. V. Gosteva

EVALUATION OF THE PERFORMANCE OF THE PROJECT TEAM

The necessity of evaluating the effectiveness of the work of the project team is substantiated, a critical analysis of the classical methods of personnel assessment and their application for evaluating the project team is carried out.

Keywords Key words: project team, personnel, methods of assessing the work of personnel, tasks of evaluating the project team.

In the modern crisis period, when the survival of the enterprise depends on the efficiency strategic decisions, management performance and human resources, one of the ways out can be the application of the project approach. The need to improve performance, focus efforts and resources on processes that create value, the need to reduce non-productive costs force the management of enterprises to look for more effective approaches to both project management and project team management. Unfortunately, in the literature on project approach However, a very modest place is given to the management of the project team, no special distinctions are made between the personnel of the enterprise and the project team. But just as there is a fundamental difference between traditional management and project management, there is also a difference between the project team and the staff. Let's consider this point in more detail.

Project management - special kind management activities, based on the preliminary collegial development of a complex-system model of actions to achieve the original goal and aimed at the implementation of this model.

Project management only at first glance does not differ from traditional management. Functional management focuses on improving the stability of individual operations. Process-oriented management emphasizes the horizontal relationship between separate works and operations, but it also focuses on the stability of the process as a whole, on minimizing process deviations from previously set indicators, and the activity of initiating and goal-setting, planning and designing activities remains aside. Project management shifts focus to systems management and

structures that determine the behavior of its constituent elements, it is aimed at identifying the existing mechanisms of self-government in the system and their full use. The project is a holistic formation, including both control levers and the principles of self-development of the controlled system.

Traditional management is subjective, since the personal qualities of the leader and other active subjects come to the fore in it. The personality factor does make it possible to cope with a difficult problem, but much more often leads to a situation where a group of outstanding people achieve very mediocre results. At the same time, focusing efforts not on individuals, but on the systems and structures that determine the behavior of the team as a whole, allows a group of mediocre performers to achieve very significant success. This is typical for project management, which considers not individual people as the main subject of management, but the project team, “representing something more than the simple sum of its members” .

Thus, project management, being the embodiment of a systematic approach to management, differs significantly from traditional management, respectively, and personnel management differs from project team management.

What is a project team? There are quite a lot of definitions given by various researchers, let's consider the essence of the team from different positions (Table 1).

The concept of a project team varies depending on the approach, but this does not make it more understandable for practical use.

According to E. Demidov, in modern organizations the following questions are becoming more and more urgent: how to plan and take into account the resources used in the project, first of all, the labor of the personnel; which of the collaborators

Table 1

Understanding the essence of the project team from the standpoint of various approaches

Approach Essence of the project team (PC)

Systemic KP - the subject of management in relation to the processes and objects of management (subject-object relations) with all its inherent tasks and functions

Project KP - a through developing element of the project implementation technology

Psychological CP is a self-governing and self-developing subject

Personnel management approach KP is a specific group that requires specially trained employees (unique professional competencies, teamwork skills, stress management skills, etc.)

Management approach labor resources KP is an autonomous structural entity with a finite cycle of work

nicknames of the organization is effective, and who is the ballast.

A separate "layer" of problems is associated with the specifics of the personnel working in design organizations. The creative work of a researcher, engineer, designer, "creative" is practically not amenable to rationing; creative individuals generally do not fit well into the framework of the rules and regulations, ranging from “disobedience” to the organization’s work schedule and ending with the form of presenting the results of their work. Their attitude to the material reward of their work is also very diverse, regardless of its quality and complexity. There are, of course, age differences as well. Given the lack of "idea generators", as well as interpreters of these ideas, capable of bringing them to a commercial product, the heads of design organizations have to look for specific approaches to managing a team professional staff, forms and methods of stimulating their fruitful and cost-effective work.

So, design organization tools are needed to manage the cost of individual projects and the organization as a whole, as well as effective means of stimulating professional employees of the organization.

The above problems necessitate the analysis of the effectiveness of the project team. How can this be done?

If we look again at Table. 1, it can be seen that the concept of a project team exists both in personnel management and in human resources management, but it is important to understand that from the point of view of these approaches, a team is considered out of touch with a specific project, but in the process of either preparing personnel for teamwork, or when calculating labor costs (see figure). Thus, we can say that the project team management area is

It is separate from Human Resources Management and Human Resources Management.

Personnel management in relation to the project is an external process and is used in the preparation of potential team members for participation in the project, i.e. teamwork (selection, recruitment, preparation of a database of external specialists for invitation to the project, adaptation, training, certification, advancement on the "career ladder", maintaining corporate culture, motivation, maintaining personnel records, dismissal). Human resources management includes the calculation of labor costs, various coefficients and standards that correspond to the specifics of a given enterprise. As can be seen from the above, personnel and human resources management are designed for stable activity and for the individual, and the project team has a different nature and requires different approaches both to management and to evaluating the effectiveness of the team.

The tasks that are solved with the help of personnel assessment are significant for the enterprise as a whole, but are not relevant for the project team, because personnel assessment is an assessment of one employee in isolation from the group or an assessment of the entire enterprise team as a whole. The personal contribution of each team member, of course, matters, but it is important to evaluate how this contribution affected the effectiveness of the project team as a whole.

Let us consider in more detail the concept of personnel assessment and the methods used when working with personnel (Table 2).

From the above definitions, it can be seen that personnel assessment is a process or procedure for comparing a standard with real activity. Personnel assessment solves the following tasks:

Choosing a place in the organizational structure and establishing the functional role of the assessed employee;

Separation of areas of application of approaches to personnel management and project team management

Development of a program for its development;

Determination of the degree of compliance with the specified criteria for remuneration and the establishment of its value;

Determination of methods of external motivation of an employee.

Additional tasks of personnel assessment are as follows:

Establishment feedback with an employee on professional, organizational and other issues;

Satisfying the needs of the employee in evaluating their own work and quality characteristics Oh.

It is important for the project team to evaluate the overall performance and the contribution of each team member.

Let's consider the methods that are used to evaluate the personnel, and the possibility of their application to evaluate the work of the project team (Table 3).

Often there is a substitution of the concepts of "personnel assessment", "assessment of types of work", "assessment of the foreign language department", "assessment of labor results" both in concepts and in the methods proposed by various authors. In none of the proposed methods there is a direct assessment of the effectiveness of the group's work, moreover, there is no assessment of the team. The indicators and criteria proposed in the considered methods do not take into account the dynamics of the environment in which the activity takes place.

Classical personnel assessment methods are calculated:

For stable organizational structure and, consequently, to a stable type of activity of the enterprise, which does not correspond to the rapidly changing market conditions and severe competitive pressure at the present time;

Stable work that does not require a creative approach, which does not meet the working conditions of the project team;

Evaluation of the work of one employee, not taking into account the effect of the group.

Definition understood

Classical methods of personnel assessment are applicable in the selection or hiring of personnel both for an enterprise and for a project team, when analyzing an employee's personal individual achievements, and when making decisions regarding an employee's career. To assess the effectiveness of the project team, other approaches and methods are needed that would allow the following:

Identify weaknesses in the work of the project team in order to strengthen them in other projects;

Compare the effectiveness of teams with each other, which is especially important for enterprises that carry out standard projects;

Distribute the motivational (bonus) fund in accordance with performance and targeted, make the bonus system transparent;

Take into account the contextual constraints of the project (resistance of the environment, the value of the result, the complexity of the task) and the complexity of the project itself;

Create a system for increasing the level of competencies of potential project team members, taking into account the specifics of the enterprise;

Create a system for increasing the level of maturity of project management in the enterprise;

Increase Quantity successful projects, reduce costs.

Unfortunately, in modern conditions there is no method to solve the above problems. The timely development of such a methodology will simplify and make more efficient the work of not only the project team, but the entire enterprise as a whole.

I would like to hope that clarification of issues related to the effectiveness of the project team, a critical analysis of the concepts and methods of classical personnel management and the possibility of their application to assess the effectiveness of the project team will allow practitioners to more accurately determine

table 2

I staff assessment

Personnel assessment - the activity of persons authorized to carry it out to determine the degree of suitability of a person to perform the duties assigned to him, the successes achieved, the degree of severity of the qualities necessary for work V. R. Vesnin

Business personnel assessment is a purposeful process of establishing the compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of the position and workplace Evaluation of labor results is one of the functions of personnel management aimed at determining the level of efficiency of work performance Analysis of work is a process and systematic study of work to determine its most significant characteristics, as well as the requirements for the performers of this work A. Ya. Kibanov

Personnel assessment is the process of determining the effectiveness of the organization's employees in fulfilling their official duties and implementation of organizational goals S. V. Shekshnya

Evaluation of types of work - a systematic process that establishes the relative value various kinds work within the organization (deliberately avoids considering the value of employees, is the basis for the salary structure) Personnel evaluation is reduced to: a) evaluation of the organization; b) assessment of organizational culture; c) assessment of the FL unit; d) assessment of competence; e) feedback M. Armstrong

Evaluation of managers - differs from a simple evaluation of personnel and includes: a) the implementation of the plan (task); b) execution job description; in) professional conduct(cooperation, ability to make decisions, take responsibility); d) personal qualities T. Yu. Bazarov, B. L. Eremin

improve the level of project management maturity in your enterprise and avoid many misconceptions and frustrations in the practice of applying the project approach.

Bibliographic list

1. Razu, M. L. Project management. Fundamentals of project management / M. L. Razu. M. : Knorus, 2007.

2. Demidov E. Economics of the design organization / E. Demidov [ Electronic resource]. Access mode: http: //www.iteam.ru/articles.php. Title from the screen.

3. Armstrong, M. The practice of human resource management / M. Armstrong. SPb. : Peter, 2005.

Description of personnel assessment methods

360 degree method - systematic collection of data on labor performance individual worker or groups received from a number of interested parties V. R. Vesnin

Personnel certification method - a procedure for determining qualifications, knowledge level, practical skills, business and personal qualities employees, the quality of work and its results and establishing their compliance (non-compliance) with the position held. Certification serves as a legal basis for changing the position of an employee in an organization (other methods have no legal force) A. Ya. Kibanov,

Work analysis methods: Observation - obtaining a snapshot of what the employee does in the study interval, and fixing the frequency of the studied operations Interview - a direct dialogue between the analyst, the employee and the manager Questionnaires - a structured collection of information from a large number people working in different places A. Ya. Kibanov

Benchmarking method (HR service performance indicators are compared with similar data from other companies) S. Tenendaum R. Biard, E. Salas

J. Philips method (5 formulas): 1) evaluation of investments in the HR department = personnel service expenses / operating expenses; 2) assessment of investment in the HR department = expenses of the personnel service / number of employees; 3) absenteeism rate = absenteeism + number of employees who quit unexpectedly; 4) satisfaction rate = the number of employees satisfied with their work,%; 5) the criterion that determines the consent in the organization M. Armstrong

D. Ulrich's method (5 ways): 1) performance indicator per unit of raw materials, one employee or unit of wages; 2) an indicator of the speed of business processes; 3) expenses and other results in the implementation of special programs and initiatives, an analogue of ROI (indicator of return on investment); 4) skills of employees, loyalty, moral climate in the team; 5) the speed of business processes before and after innovations T. Yu. Bazarov, B. L. Eremin

Methods for performing evaluation procedures: - descriptive method; - free scoring method; - rating method; - method of questionnaires and comparative questionnaires; - method of evaluation by performance factors; - the method of the scale of observation of the behavior of V. R. Vesnin

EFFECTIVNESS ASSESSMENT OF PROJECT TEAM WORK

The necessity of assessing the effectiveness of project team work is given; critical analyzes of classic methods staff assessment and its application project team assessment in the article are shown.

Keywords: project team, staff, methods of staff work assessment, target of project team assessment.

Small teams have their advantages. The fewer people, the more they are involved in a common cause and the closer their relationship. In a small team, it is more difficult to take a break from work, and there is simply no bureaucratic red tape that many large companies suffer from.

To establish the most productive work in a small team, you should follow a few simple rules.

1. Explain to everyone the goals and objectives of the team

Talk to each team member personally. Explain to the employee the goals of the company in relation to his specifics. In the case of a small team, you can’t just put a goal in front of everyone at once and expect everyone to guess their role.

The smaller the team, the more important the role of each. Try to manage less and cooperate more.

This will give you an opportunity that large teams are deprived of - not only to announce new tasks, but also to explain to everyone personally where and why these tasks appeared, why they need to be addressed. In a personal conversation, you can discuss in detail all the nuances and achieve a complete understanding of the work ahead from the employee.

2. Give people free rein

Unlike large companies, where the position of an employee reflects what he does, in small teams everyone plays several roles at once. Let your colleagues feel how cool they are, sometimes acting alone as an entire department, or even several.

In order for your employees to fully express themselves in this format of work, they need a certain freedom of action. Watch your human orchestras, find out what they do better and what they do worse. Discuss where they would like to go and what new, more challenging tasks they would like to take on.

The ability to freely try new areas will give your employees an incentive to raise their own bar.

3. Automate routine and outsource tasks

A small company can make life much easier with the help of various automation services. There are many online systems for working with several social networks from one admin panel, many mailing services, analytics tools. Automate everything you can: this frees up the time of your colleagues for more challenging tasks requiring human participation.

For large one-time tasks where a professional approach is needed (for example, design or software development, if this is not your area of ​​\u200b\u200bactivity), it is worth attracting freelancers and third-party companies. They already have experience with this kind of work and will ultimately save you both time and money.

4. Personal contacts should be regular and meetings should be short.

One of the important advantages of a small team is a close acquaintance with all members of the team. If necessary, you can quickly contact everyone: in person or via messenger. It also saves time on planning and meetings, as employees do not have to listen for an hour about the work of another department that does not concern them.

Short meetings allow you to quickly discuss all the most important things in an informal setting and hear the opinions and suggestions of everyone.

5. Build a corporate culture

When you're running a startup with few people, limited resources, and not much to offer your employees, it's important to keep the team committed to maintaining that initial momentum. Here, a lot depends on the working conditions, which can by themselves.

The influence of corporate culture on performance is often underestimated, but the connection is clear.

In the case of a small team, such a culture can be easily formed at no great cost, whether it be a reward system, joint vacations, or simply attention to the needs of employees.

And most importantly - do not stop there when you see the first results. The success of a small team depends on the continuous movement forward: develop good practices, get rid of the bad ones and rebuild if necessary. When you can subtly and intelligently implement these management techniques, they will help your team perform with great impact even when it is no longer small.