Los problemas crecen: ¿cómo se gestiona un equipo que no hace más que crecer?

Fuente: www.wrike.com

Muchas empresas, entre las que se incluyen algunos de los gigantes tecnológicos, como Facebook o Google, empezaron de forma humilde. Todo suele empezar con un grupo básico muy unido que comparte pasión y deseo. A continuación, tras varios años de arduo y minucioso trabajo, además de algo de buena suerte, ese equipo familiar puede llegar a convertirse en una legión. Y, aunque esta es la marca del éxito, también presenta una nueva serie de dificultades para los equipos de dirección de estas organizaciones que tanto crecen.

Crecimiento consciente

Crecer rápidamente es tan importante como hacerlo correctamente para satisfacer las exigencias del propio crecimiento.

De hecho, según un estudio realizado por Clear Company, el 97 % de los empleados y los ejecutivos cree que la armonía del equipo influye en el resultado de una tarea o un proyecto. Por lo tanto, si introduces nuevos miembros rápidamente, puede que pongas en peligro tus proyectos e incrementes el tiempo que lleve armonizar el equipo.

Debes saber quién tiene que empujar a la empresa hacia objetivos globales. Lo mejor para empezar es contar con un plan de recursos humanos.

“Cuando una empresa crece, su capacidad de recursos humanos tiene que seguir el ritmo”, afirmó Mary Karamanos, vicepresidenta sénior de recursos humanos de BDC, el Banco de Desarrollo Empresarial de Canadá. “Un plan de expansión puede irse al traste fácilmente si determinados puestos no los ocupan las personas adecuadas, bien formadas y preparadas para asumir sus nuevas responsabilidades”.

La disposición de este plan variará en función de cada organización. Pero sí debe detallar las funciones y las responsabilidades, incluir un programa de contratación, un organigrama, descripciones de los puestos de trabajo e información acerca de cómo pretendes contratar, retener y ofrecer opciones de desarrollo para los nuevos empleados.

Cómo gestionar un equipo en crecimiento

Dado que tu empresa se expande a un ritmo rápido, ya no puedes emplear la misma táctica de gestión que solías aplicar cuando todo tu equipo podía compartir una sola pizza.

A continuación te ofrecemos cinco consejos clave para liderar y gestionar de forma eficaz un equipo en crecimiento sin estrés, dramas ni caos.

1. Confía en tus responsables

“Cuando decimos que un líder dirige un gran equipo de 100 empleados o más, ese líder en realidad se encarga de un puñado de responsables subordinados, que a su vez dirigen a otros”, explicó Steve Nguyen, doctor y consultor sobre liderazgo y talento, además de propietario y creador de WorkplacePsychology.net.

No obstante, el éxito no está solo en identificar a estas personas, sino en darles sensación de autonomía y la capacidad de dirigir sus propias flotas. Tienes que confiar en que tomarán decisiones y dirigirán a sus propios subordinados sin estar constantemente encima. Así que no confundas la microgestión con el liderazgo práctico.

Después de todo, según un estudio de Journal of Experimental Psychology, las personas rinden a un nivel significativamente más bajo cuando creen que están siendo controlados.

Disfruta de la ponencia de 19 minutos de Charles Hazlewood en TED Talk que aparece a continuación acerca de cómo dirigir una orquesta y confiar en que tu conjunto de músicos dará lo mejor de sí bajo tu dirección:

2. Establece procesos claros

Sí el crecimiento continúa, no podrás trabajar estrechamente con cada uno de los miembros del equipo. Por eso es importante que hayas establecido y documentado bien los procesos.

Esto es especialmente importante si vas a contratar a alguien para funciones que ya existen, por ejemplo, si vas a añadir más personal de ventas, ya que probablemente haya tareas que hacer de determinada forma.

“Puedes considerar un procedimiento como una hoja de ruta en la que los detalles del viaje se recalcan para impedir que la persona se pierda o se aleje del camino correcto designado por el equipo de dirección de la empresa”, según se recoge en una publicación de blog de Pacific Crest Group.

Unos consejos:

  • Cuenta con los miembros del equipo que ya desempeñen esta función para que te ayuden a documentar los procedimientos. Tendrás que involucrarlos en el proceso, lo que te ayudará a minimizar las tensiones. Mientras, debes tomar nota de los procesos que permitirán que el trabajo continúe de forma constante y generalizada.
  • Debes contar con sistemas configurados para comunicarte, así como una organización general del trabajo. Un sistema de gestión de proyectos (como Wrike) puede resultar de utilidad para recoger estos procesos en una ubicación centralizada, además de para mejorar la comunicación del equipo. De hecho, el 87 % de las empresas de mayor rendimiento usa algún tipo de software de gestión de proyectos.

Lo básico es lo siguiente: cuanto más proactivo puedas ser en el desarrollo de sistemas útiles, estructuras organizadas y flujos de trabajo documentados, más fácil le resultará a tu equipo crecer.

3. No odies las jerarquías

Muchos de nosotros temblamos ante esta palabra. Suena rígida y formal. Tal vez no necesitaras un organigrama cuando el equipo contaba con pocos integrantes. Pero, ¿ahora que te estás expandiendo?

“Tienes que superar tu aversión natural a la jerarquía y empezar a sustituir algunos procesos organizativos y operativos por tu capacidad para conocer el papel de cada uno en el equipo”, dijo George Bradt en un artículo para Forbes.

Hay varios motivos:

  • En primer lugar, aclara a quién tienen que rendir cuentas los empleados y quién tiene la última palabra en la toma de decisiones.
  • Además, detalla rutas claras de avance en la carrera profesional para empleados que están deseando ascender en tu equipo en expansión.

Puede que creas que una jerarquía formal destruirá la moral de los empleados. Sin embargo, un estudio realizado por la Escuela de Postgrado de Negocios Stanford dijo que los empleados de hecho prefieren tener unas relaciones jerárquicas a unas paritarias, ya que son más fáciles de entender y recordar.

Cómo gestionar un equipo en expansión: no odies la jerarquía
Fuente: www.wrike.com

4. Acuérdate de dar recompensas

Cuando el equipo es pequeño resulta más fácil reconocer sus logros. Pero es algo complicado para un equipo en expansión.

El reconocimiento no es solo un acto amable, también tiene un impacto considerable en los empleados. Según una encuesta de Gallup, los empleados que no sienten que su trabajo se reconoce correctamente son el doble de propensos a decir que dejarán sus puestos durante el próximo año.

Contar con un sistema para premiar y aplaudir el esfuerzo de los miembros del equipo cuando lo hacen bien es fundamental. Puede ser algo tan sencillo como un correo felicitándole amablemente, o bien un evento que ayude a fomentar la camaradería, como una hora feliz al mes durante la que se anuncian y celebran los triunfos.

5. Alimenta la cultura

La cultura importa, y mucho. La tasa de rotación indicada para empresas con una cultura deficiente es del 48 %. En el caso de las empresas con una gran cultura, es de tan solo el 14 %.

Además, si creces rápidamente, no darle la importancia pertinente a la cultura podría acabar con ella fácilmente. Algunas estrategias para conseguirlo:

  1. Cultura de la contratación consciente. Realizar una contratación consciente es una parte importante para crecer en la buena dirección. Tomar decisiones de contratación mientras tienes en cuenta los valores fundamentales de la empresa te ayudará a encontrar el talento, lo que es otro aspecto imprescindible que provoca menos roces y tensiones para todos.
  2. Conserva las tradiciones. Las tradiciones existentes (y adoradas) de tu equipo deben conservarse, incluso aunque tengan que adaptarse a medida que el grupo se amplíe. Ya se trate de comer pizza juntos o celebrar unos juegos olímpicos anuales en la empresa, mantener los rituales intactos reforzará la identidad de la empresa y fomentará la camaradería mientras das la bienvenida a nuevos miembros del equipo.
  3. Empieza a asesorar. Es posible emparejar a los nuevos empleados con trabajadores más experimentados (ya sean de de su propio departamento o de otro) que puedan enseñarles los entresijos y hacer que se familiaricen con las reglas no escritas de la cultura de la empresa. Un estudio de Sun Microsystems, realizado por la empresa de investigación y consultoría Gartner, se fijó precisamente en el programa de mentores de las empresas y concluyó que las tasas de retención eran considerablemente más elevadas, un 72 % para ser concretos, entre las personas que tenían un mentor. Para quienes no participaban en el programa de mentores, la tasa de retención era de solo un 49 %, lo que demuestra que este emparejamiento marca una diferencia notable.
La retención aumenta con empleados que tienen un mentor
Fuente: www.wrike.com

Lidiar con la resistencia al cambio

La incorporación de nuevos empleados a menudo puede cambiar la dinámica de todo el equipo y suscitar algunas dudas comprensibles de los miembros esenciales.

“Cuando haya que realizar cambios, tienes que estar preparado para asistir a cierto revuelo y resistencia”, dijo Nguyen.

Muchos perciben la incorporación de personal nuevo como una amenaza a las normas del grupo: las tradiciones, las reglas de comportamiento y las normas no escritas que rigen el funcionamiento del equipo.

“Un equipo puede llegar al consenso de que evitar el desacuerdo es más valioso que el debate; otro equipo puede desarrollar una cultura que fomente las discusiones acaloradas y rechace el pensamiento de grupo”, explica Charles Duhigg, autor de Smarter Faster Better, en un reportaje para el New York Times.

Así pues, ¿cómo puedes reducir estos roces y crecer de forma positiva? En su libro de bolsillo sobre asesoramiento Managing Change, la profesora y doctora de la escuela de negocios Harvard Linda Hill detalla cuatro creencias que debe tener un equipo para aceptar el crecimiento de forma eficaz:

  1. Los miembros deben creer que el cambio (en este caso, el crecimiento del equipo) es el procedimiento adecuado.
  2. La persona que lidera el cambio debe gozar del respeto del equipo.
  3. El equipo debe conocer las nuevas oportunidades, así como prepararse para las dificultades que surjan del cambio.
  4. El equipo debe estar implicado en la planificación y la implementación del cambio.

Puedes ir marcando las casillas anteriores si implicas a tu equipo en el proceso de crecimiento, de este modo, todo irá mejor.

Conclusiones finales

A todos los efectos y propósitos, un equipo que crece es un buen síntoma que indica que la organización goza de salud. Pero eso no cambia el hecho de que haga que la gestión y el liderazgo sean más complicados.

Por supuesto, a medida que crece la organización, tu estilo de liderazgo debe evolucionar a la par. Saber cómo gestionar un equipo en expansión no siempre es fácil y es probable que surjan ciertos inconvenientes por el camino.

Sin embargo, si recuerdas crecer siempre de forma consciente y comunicarte de forma eficaz, de seguro irás por el buen camino.

Fuente: www.wrike.com

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