pravj

It's a practiced notion that managers should get out of the way (don't take it literally) after helping the team visualise the expected outcome and the potential path to reach there.

After that, it's extremely important that you ensure the team isn't distracted by other (external and internal) forces.

But that's not the complete story, there must be some cases when it's not the right thing.

From your experience, what are some situations when it's not suggested to shield the team you lead?

Everyone has a management style unique to themselves.

But the overall objective converges to delivering results, improving/preparing the team for tomorrow, and building a shared value (behind why we do what we do).

What exactly do you do to focus on these three areas as a manager?

One can find multiple articles on the internet where people are talking about doing regular 1:1, but I consider this as a preliminary step and looking for more than that.

I tried creating a framework to answer this question for myself. And that's where I want to understand if there is anything I can borrow from others.

In my case, I divided my contribution to the team members in different categories, and have created a set of questions to ask myself periodically

- For a productive time, I ask/nudge the team member to see if they are well aware of their time spent or if I am wasting their time at any point with some unnecessary demand?

- For a better personal connection and relationship, I have pledged to solve a non-work problem for a team member every month.

- For a continuous change, we are working towards doing something thought-provoking (explicit agenda) periodically.

Are there similar methods/checkpoints you use to ensure you contribute your full potential to your team?

It will be great to learn how you have been working to meet the same objective.