In the dynamic realm of a tech start-up known for its innovative products, Mia, an Engineering Manager, shines as a pillar of support. She’s led her team through several successful product launches, earning praise for their creativity and dedication. However, a challenge from senior management casts a shadow over these achievements.
The team’s hard work is starting to take its toll, not due to Mia’s leadership but from the VP of Engineering’s intense pressure for continuous success, which is silently wearing the team down.
Mia notices signs of burnout among her team members:
Unfortunately, despite her efforts to advocate for her team, the VP’s high expectations remain unchanged.
The continuous push for excellence has led to a decline in product quality, customer satisfaction and team morale, with Mia’s protective efforts overshadowed by the VP’s demands.
A turning point occurs when a key team member resigns due to unsustainable work conditions, prompting Mia to address the situation directly with the VP, highlighting the risk to the team’s well-being and the company’s reputation.
How can Mia effectively convey the seriousness of the situation to the VP and champion her team’s health without compromising the company’s ambitious targets?
As leaders who have faced similar challenges, what advice would you offer Mia? What strategies can help maintain team morale while achieving the company’s goals?
We value your insights and experiences in navigating the complex dynamics of leadership under executive pressure. Share your thoughts on building a supportive environment that balances team well-being with corporate objectives. Engage in the conversation below and help craft a blueprint for compassionate, effective leadership.
First Mia need to ask herself “what is my contribution to the problem?” “Am I giving the team the resources they need, am I helping them prioritize their work, do they need to do everything they are doing?” Asking the VP for help solving the issue. If a key member leaves due to unsustainable working conditions, the VP may realize that there is a problem. The ask for help cannot just be help. By having pondered the questions above, as well as other related questions, the manager may be asking for help in a really specific way. E.g. “my team has been providing training to our internal teams monthly. All these training sessions have been recorded, maybe we can take a break in providing live training and let them view the recordings. I know it is suboptimal as they can’t ask questions, but given the current workload, we need to stop doing something. I think it would be helpful if we could hire a short term contractor to handle weekly collection of …. What do you think?”
Mia, facing pressure to meet ambitious targets while maintaining her team’s well-being, should gather data on productivity, quality, and absenteeism to illustrate the team’s state. She should frame these issues in business terms, highlighting impacts on customer satisfaction and the risk of losing key talent.
Proposing solutions like adjusted deadlines, optimized processes, and initiatives supporting team well-being is crucial. Building alliances with other leaders who share concerns can strengthen her case.
During discussions with the VP, Mia should use constructive communication, focusing on collaborative solutions and actively listening to the VP’s perspective. Piloting new approaches on a smaller scale can demonstrate their effectiveness, while continuous monitoring and adjustment based on team feedback will ensure sustainable improvements.
By balancing these efforts, Mia can effectively advocate for her team’s health without compromising the company’s ambitious goals in the dynamic tech startup environment.
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