“No, you see, you have to monitor what people are doing. If you don’t do that, people will just do a minimum of work,” Alessja said.
I used to run this same team, and everything felt faster. They were talking to each other to figure out how to pass things along. And things just happened. True self management. And now the performance fell apart. It had devolved into everyone working on their own tasks again, as I was trying to coordinate a number of teams simultaneously.
“I don’t feel comfortable with that”, I countered. By increasing control and trying to force people to go faster, you’d likely get the opposite effect. I had in mind my previous experience at the Lego event. Moreover, there are other ways to keep discipline in a new product environment.
“I tend to agree”, the senior executive on the call diplomatically concurred.
Was I just being naive? I’d already managed this team in the past. At this point, I was running a program that included it, just shipping something new. I couldn’t figure out what’s wrong.