- Giving teams problems to solve instead of specific tasks —I focused on the goals but not on how to achieve them. In the case of OKR, I asked my teams to propose key results (KR).
- Inviting them to co-create goals — On top of that, I understood that leaders should invite others to co-create goals. I have repeatedly found that engineers often have the best ideas (“What”).
- Showing trust instead of exercising control — This may seem not easy at first. I learned to delegate and trust much more than I felt comfortable with. The results surprised me.
- Letting others work however they need to — The people closest to the problem know what they need to solve it—no more detailed procedures and instructions.
- Encouraging experimentation and learning from mistakes — As a former developer, I often tried to cut corners, especially when working with people just starting their careers. But I have concluded that sometimes we should allow others to make mistakes.
- Communicating vision and strategy regularly — It is crucial that everyone can identify with the mission, understand the goals, and feel confident they are going in the right direction.
