When someone takes ownership, we trust that they do what is needed to reach their targets. Being open about your needs and beliefs helps building trust, and opens up the space to align self-interest with those of the team and the organization as a whole. We hold each other responsible for assigned tasks and give feedback when necessary.
For self-management to truly work, it is important to make optimal use of all the available talent in the team. That said, it is necessary that people first feel that they have the space to discover their own talents and take up roles related to those talents. In addition, it is important that people be aware of each other’s skills, passions, ambitions, and pitfalls. That way, the team can make a good collaborative decision on who will take up each role and how to support them.
Practice from Toolkit:
The driving force for talent development is the drive of employees themselves: where would you like to be in five years? What qualities do you think you would need to get there? How do you want to contribute to the company and team goals? The best answers to these questions can be found when there is collaboration.
Practice from Toolkit:
Giving feedback is a constant process to ensure transparency and openness. In addition to this, we take time to talk about our personal ambitions and collect feedback on our performance twice a year.
Practice from Toolkit:
Questions to ask: