Blog, culture and engagement | Ambition In Motion

by Kayla Ambrose

Fri 21 February 2025

Within a team, employees tend to possess varying levels of intention and capabilities. Managers can use frameworks to help categorize employees based on two factors, the skills they can contribute to the team and the motivations behind each employee. Within this matrix, an important yet frequently overlooked group is employees who are highly motivated but lack the capabilities needed to effectively support the team. While these individuals are highly ambitious, they require additional training, support, and mentorship from their managers in order to truly recognize their capabilities.

A common situation managers encounter team members with high intention and low capabilities is seen with employees who just started their first career post-graduation or international team members who may have received different training. Take for example Joe who is an American working with an Italian team. Joe is excited to join a new team and is motivated to demonstrate his skills to his new manager. Despite his solid career background and success in his previous team, Joe is unfamiliar with Italian regulations and has a slight language barrier. Since Joe has high motivation to succeed and contribute to his team, his manager should implement strategies to support Joe and guide his growth within the team.

Recognizing High Intention, Low Capability Employees

Many employees join a company or transition into new roles with high intentions to be successful. Although they are highly motivated, these employees may lack the necessary skills or experience that will help them become successful in this new opportunity. Recognizing these individuals is important for managers who want to increase their contributions to the team and promote a culture of growth.

Individuals who have high intentions within their team often exhibit the following behaviors:

Incredibly enthusiastic about learning opportunities
Strong commitment to organizational goals
Willing to take on new challenges
Open to feedback and guidance

Given their strong intentions to help the team achieve their goals, it’s crucial that managers retain these team members and support them. Retaining team members who are incredibly driven will empower other team members to buy into the team's goals.

Low capability may be exhibited in different ways; managers should be aware of the following signs:

Difficulty completing tasks independently
Struggles to meet deadlines and/or targets
Frequently makes mistakes or misinterprets instructions
Hesitation in decision-making and lack of confidence

Rather than perceiving these employees as underperformers, managers should view them as underdeveloped potential that can thrive with the proper guidance.

Exhibit Self-Reflection

Effective managers conduct self-reflection when they realize that a team member is struggling under their guidance. If a team member is not achieving their full potential despite their high motivation, a manager should consider what steps they can take to align their employee’s abilities with their strong efforts.

Something important to consider is the expectations that are set for this employee. An employee who recently joined the organization or this team may need some time to properly adjust to the new environment. Sometimes, employees simply need more time to work out some of the initial issues when joining a new team.

Another consideration is what resources and training opportunities are available for team members. If someone is continuously struggling with the same tasks, it may not be a lack of capability but a lack of guidance. Ensuring ample opportunities for team members to develop their skills can drastically improve their capabilities.

Since managers set the tone for their team, reflect on whether there is a culture of learning or if there is a culture solely focused on performance. Team members who are focused on achieving success without learning the proper skills to get there may struggle to expand their skillset, thus limiting their capabilities.

Managers who take ownership of their team's development can transform high-intention employees with low capabilities into high-performing team members.

Manager's Role in Supporting Growth

A manager's responsibility is to support their employees through proper training, sufficient resources, and mentorship opportunities. If an employee is struggling due to a lack of capabilities is often a reflection of an ineffective management style and not the effort exerted by the employee. It’s imperative that their manager takes accountability for this disconnect and implements changes to properly support their employee. Here are some strategies for how managers can bridge the gap between intention and capabilities:

Provide Training Resources

Incorporate structured training programs that all employees to learn tangible skills needed to complete their assigned tasks. Hands-on training and continuous learning opportunities can drastically improve the technical and soft skills of team members.

2. Foster a Growth Mindset

Although high-intention employees are highly motivated, continuing to fail at a task may discourage their efforts. Managers should encourage the notion that skills can continue to be developed over time through practice and consistent effort. Helping employees to frame their setbacks as a growth opportunity can help them persevere through their challenges.

3. Provide Feedback and Coaching

Conducting regular meetings, structured coaching sessions, and constructive feedback gives valuable direction an employee may need to expand their capabilities. Rather than waiting for periodic performance reviews, managers should actively implement mechanisms to constantly provide feedback and actionable advice.

4. Create a Mentorship Connection

Connecting high-intention and low-capability employees with highly experienced employees may allow for more accelerated advancement. Mentorship or peer coaching from a peer is a more natural way for employees to develop their skills. A mentorship connection may also have reciprocal benefits for the highly experienced employees because they may have less motivation resulting from them being on the team for a while.

With the proper training and guidance from his manager, Joe was able to take his strong intentions for success and develop skills that help him be successful within his new team. Like Joe, underperforming employees sometimes just need a bit of guidance from their managers to unlock their full potential.

High-intention, low-capability team members represent a growth opportunity. By recognizing their enthusiasm for team success, assuming ownership of their development, and implementing support systems, managers can strengthen their abilities and enhance the team. A manager who nurtures their employees ultimately builds a team that is both high in intention and highly capable.

by Kayla Ambrose

Fri 7 February 2025

Managers play an important role in their teams, serving as a leader and guide. While managers' involvement in projects can promote growth for their team members, constantly overseeing team members and micromanaging them can lead to direct reports feeling untrusted and unsupported. Leaders with micromanaging behaviors often have good intentions, but stifle productivity through ineffective leadership styles.

When dealing with a micromanager, it’s challenging to determine how to navigate the situation. While it may seem uncomfortable, addressing concerns to the micromanaging manager in a professional manner is the best way to promote positive change. Working under a micromanager is exhausting and causes the entire team’s morale to suffer. Communicating the negative implications of micromanaging and working to develop a solution will overall create a better team dynamic.

Micromanagers typically don’t recognize that they are exhibiting these traits within their teams which is why it must be addressed through a conversation. While it may be intimidating to address a manager about their negative behaviors, their actions are majorly impacting the team. Micromanaging is making the work environment miserable for the whole team, and if unaddressed, will force the team to continue to suffer. Since micromanaging is already causing so much harm to the team environment, having a conversation has the potential to majorly improve the managers’ behaviors.

Understanding the Cause of Micromanaging

Micromanaging is a pattern of behaviors that often stems from fear of failure and lack of trust of other members of the team. Managers have a lot of responsibilities, and the excessive pressure can cause them to be particular and overbearing on their direct reports. While micromanaging isn’t a positive solution, it is important to recognize that these behaviors originate from wanting the team to succeed. Lacking trust is another main cause of micromanagement. If a manager doesn’t have established trust with their direct reports, they may be compelled to become overly involved in their assignments. Since the team’s work is the responsibility of the manager, they may want more frequent and detailed communication because they want to ensure a successful end result.

While there are various reasons a manager micromanages their team, recognizing the cause of these actions is a critical step in addressing the issue. Going into a conversation with the mindset that a manager is terrible because they are micromanaging isn’t a productive way of thinking. Since managers often exhibit micromanaging behaviors due to their desire for the team to succeed, it’s important to enter the conversation with the intent to adjust their behaviors for the mutual goal of supporting the team.

Strategies for Addressing a Micromanager

Describe the Effect on the Team

Everyone on the team wants the team to succeed. With this common goal in mind of supporting the team, describe how this managing style is an obstacle to the team’s progress. Discussing different implications of their behaviors, such as how the team must sacrifice limited work time to constantly communicate updates with their manager rather than making progress on their assignments, can help a manager better understand the real impacts the micromanaging is having.

When addressing the behaviors, make sure to utilize ‘I’ statements rather than ‘you’ statements. By discussing the personal impacts of their actions, a manager is less likely to feel attacked and be on the defensive. Using such statements opens the conversation up to be more collaborative. Owning the personal effects of their behavior rather than blaming the manager, communicates concerns in a way that promotes positive problem-solving.

2. Establish Trust

Since a lack of trust can cause micromanaging, working to develop a stronger working relationship with the micromanaging manager can establish more trust. During the conversation, collaborate on a solution that can encourage more autonomous work, while still allowing the manager to feel updated. For example, scheduling weekly meetings to share progress can alleviate hovering while working on assignments. Working together to devise a strategy that balances each other's needs, can begin to establish a foundation of trust.

Managers may also lack trust because they aren’t confident in the abilities of their team members. Utilize this conversation as a moment to solicit feedback about areas of improvement. Working to develop skills can allow a manager to be more confident when assigning tasks and be less compelled to constantly check in. Establishing credibility through a stronger skill set will ultimately continue to create a more trusting relationship and minimize micromanaging behaviors.

3. Provide Specific Expectations

As discussed, this conversation should include specific examples of instances when micromanaging behaviors are negatively impacting the team. Not only should the conversation address specific concerns, but a focus should also be placed on providing solutions. Collaborating to derive specific methods that the manager can adjust their behavior to better support the team will create a solid action plan. Without tangible steps for them to implement, it can be difficult to have an actual change going forward.

4. Suggest Accountability Tools

Another topic to discuss during this conversation is accountability tools. Scheduling meetings to revisit this conversation and collaboratively evaluate progress over time can also ensure accountability. Additionally, considering performance management tools for the manager to implement can work to reduce micromanaging behaviors. Tools such as AIM Insights can allow managers to better gauge their direct reports' performance without hovering over their work. Considering alternative creative approaches is a productive way to conduct this conversation with a micromanaging manager.

Oftentimes managers are unaware of their micromanaging behaviors. As a direct report, it can be intimidating to address these behaviors, but it's important to remember that the issues will persist if undressed. When conducting this conversion, focus on giving specific ways these actions are harming the team, establish a trusting relationship, devise ways these behaviors can be adjusted, and collaborate on accountability tools to ensure tangible changes are made.

by Kendall Barndollar

Fri 7 February 2025

Effective communication is the most paramount element to success for every team. It is crucial for expectations and responsibilities to be clearly communicated and understood for goals to be met. However, managers frequently fail to communicate effectively. Without clear communication, teams often feel confused and frustrated and have demonstrated decreased productivity throughout groups. Poor communication can appear in a variety of mediums, including unclear instructions or responsibility expectations leading to repeated work or missed deadlines. When communication issues go unaddressed, they can contribute to an unhealthy work environment, hindering productivity and achievement and fostering a negative culture.

The consequences of poor communication can be very impactful to a team. Group members experiencing communication issues commonly feel aggravated, unengaged, or confused, which all lead to an overall decrease in efficiency, team-wide. Another significant problem with poor communication is the elimination of critical feedback that is necessary for growth and improvement. Without proper feedback, employees may struggle to improve their performance or coordinate effectively with their team members.

For direct reports, initiating a conversation about communication challenges can be a daunting task. But, poor communicators will not realize their ineffectiveness unless someone brings it to their attention. Many employees fear that bringing up an issue such as this with a director may be viewed as criticism rather than constructive feedback. To avoid this issue, direct reports should phrase the meeting as a strategy session to talk about effective communication methods for the team. Rather than presenting flaws and personal attacks, direct reports should present solutions for the issues the team experiences, without pointing fingers. Fostering an open and honest conversation about communication gaps is essential for improving team culture and is a cornerstone to improving productivity.

Meeting with a Manager

Prior to addressing communication concerns with superiors, direct reports need to recognize and document the specific issues affecting the team. Poor communication can happen through any medium but identifying the root of the issues will help in creating a strategy to improve. Some common indicators of ineffective communication are vague or confusing instructions, last-minute changes, and inconsistent messaging, creating a lack of transparency across a team. Perhaps most notably, managers will realize there has been a communication failure when a deadline or important deliverable is missed or inadequate.

When discussing potential improvements with a leader, direct reports should be sure to come up with specific examples and targeted solutions. Rather than making ambiguous or vague statements, team members should really bring light to the problems the team has experienced with concrete examples of the patterns observed. Pointing out these issues with appropriate solutions aids in the manager's understanding of how an action may be affecting their team.

By clearly explaining the problems and offering some solutions, a collaborative approach to problem-solving can be achieved to improve communication habits. When discussing potential solutions, direct reports should consider any tool that could benefit the group or team. When struggling with communication, team members may offer a variety of solutions including scheduling consistent check-in meetings, sending meeting recap emails, utilizing goal-tracking software, or holding open brainstorming sessions. By narrowing the focus to specific issues with proactive solution possibilities, team members can assist team leaders in building a beneficial communication environment.

By pinpointing communication gaps, offering constructive feedback, and open communication methods, employees are enabled to improve the overall working environment of their team. Through proactive communication, direct reports can help lead the team to become a highly productive and collaborative group.

Building Communication Culture

Although many communication issues can stem from a team leader or manager, it is also the group members' responsibility to uphold a beneficial communication culture within their team. To find sustainable changes for a team, members should work to build a communication norm of open and honest communication. Creating a norm of open communication dialogue will enable managers to share feedback and areas of improvement better, improving the skills of team members.

The most crucial step to fostering open communication is establishing repeating opportunities for providing feedback. Leaders should be open to hearing what their direct reports have to say, whether, in questions or suggestions for new ideas, both parties grow from giving and receiving feedback. Managers who prioritize psychological safety within their teams will see the most success in creating an open dialogue within their teams. Creating a safe space where team members feel empowered to learn from each other and embrace mistakes will enable further conversation and collective growth. Although the onus may be on the manager to set the tone, it is the team's responsibility to consistently contribute and engage in communication to foster a positive culture.

Overcoming previous communication issues to rebuild a positive communication norm within a team can be challenging. Oftentimes a poor tone at the top can influence the entire team to shift to ineffective communication. Team members and direct reports struggling with the manager's communication should recall that it is likely, not intentional. A difficult factor of communicating is that leaders who are poor communicators usually will only find out at the failure or collapse of a project or effort. Managers are commonly unaware of how their communication style and habits will impact the team. By finding specific examples of miscommunications, matching the resulting impact, and suggesting targeted solutions, members of a team can contribute to improving a communication issue.

Effective communication is essential for every team but can be a common struggle for leaders. Miscommunication can create frustration, confusion and can deteriorate the productivity within a team as well. Direct reports play a vital role in bringing communication issues to light with their superiors and finding targeted solutions to approach communication flaws. Beyond individual conversations, direct reports have a key responsibility to uphold and practice positive communication habits and foster a productive team environment. Through proactive planning and innovative thinking, communication issues can be overcome to build a strong, collaborative, and efficient team culture.

by Grace Tripathy

Fri 7 February 2025

The Problem of Being “Too Valuable to Promote”

Emily was a top performer. As an operations specialist at a fast-growing tech firm, she had spent three years mastering her role, streamlining processes, and consistently exceeding performance metrics. But despite her clear qualifications and aspirations for growth, her manager, Dan, continued to stall her promotion. It wasn’t that Dan didn’t recognize her talent; he depended on it. The thought of replacing Emily, training someone new, and potentially losing productivity made him hesitant to let her advance.

This situation is more common than employees might think. A manager may not consciously sabotage an employee’s growth, but their reluctance to let go of a high-performing team member can create an invisible career ceiling. The challenge for employees like Emily is navigating this bottleneck strategically, ensuring they don’t remain stuck in a role that’s too convenient for management to change.

The Manager’s Perspective

From Dan’s point of view, Emily was a linchpin in the team’s success. She handled high-priority tasks with precision, trained new hires, and solved problems before they escalated. Promoting her meant finding someone equally competent, training them, and accepting a potential period of reduced efficiency—all of which felt like unnecessary risks.

However, this mindset can be detrimental to both the employee and the organization. Companies that fail to promote from within risk losing top talent, damaging morale, and sending a message that growth opportunities are limited. For Dan, he needs to be sure about how to evaluate whether someone is ready for a promotion as well. Emily knew she had to approach the situation with both patience and a strategic plan.

How to Talk to Your Manager About a Promotion When They Resist Change

Emily understood that directly confronting Dan about his reluctance would not be effective. Instead, she needed to frame the conversation in a way that addressed his concerns while advocating for her own growth. Here’s how employees in a similar situation can navigate this discussion:

1. Acknowledge the Manager’s Concerns

Rather than jumping straight into why she deserved a promotion, Emily started by recognizing Dan’s perspective. She acknowledged that she understood how valuable she was to the team and expressed appreciation for the opportunities she had been given.

2. Frame the Promotion as an Organizational Benefit

Instead of making it about personal growth alone, Emily highlighted how her promotion would ultimately benefit the company. She emphasized that stepping into a leadership role would allow her to:

Train and mentor others, ensuring long-term team stability
Take on more strategic responsibilities that could enhance department efficiency
Help develop a structured transition plan to minimize disruption

3. Offer a Transition Plan

To alleviate Dan’s fears about losing her expertise, Emily presented a plan outlining how she could gradually transition her responsibilities to a successor. This included training a replacement, documenting key workflows, and ensuring continuity in her absence.

4. Set Clear Career Goals and Expectations

Emily then asked Dan directly: “What steps do you see as necessary for me to move into a leadership role?” By shifting the conversation toward actionable SMART goals, she encouraged Dan to define what he needed to see from her before approving a promotion.

5. Get a Commitment and Timeline

To prevent the conversation from becoming an indefinite discussion, Emily worked with Dan to set a timeline for reevaluating her promotion. They established measurable benchmarks and agreed to revisit the conversation within three months to track progress.

Instead of assuming her manager’s intent, Emily scheduled a one-on-one strategy session with Dan. This wasn’t just a casual career check-in—it was a structured conversation with a clear agenda:

Align on expectations: What does Dan believe needs to happen for Emily to be promoted?
Identify gaps: Are there specific skills, leadership qualities, or accomplishments Dan wants to see?
Establish a timeline: What is a realistic timeframe for promotion, and what benchmarks must be met?

One of Dan’s biggest concerns was replacing Emily. To ease this, she proactively began training a junior colleague, documenting workflows, and suggesting a transition plan. By demonstrating that her team wouldn’t suffer in her absence, she removed one of Dan’s key barriers to promoting her.

Emily also recognized that promotions often require advocacy from more than just a direct manager. She began increasing her visibility within the company by:

Volunteering for cross-departmental projects
Seeking mentorship from senior leaders
Presenting her work and contributions in leadership meetings

This approach ensured that multiple decision-makers recognized her readiness for advancement.

6. Framing the Promotion as a Win-Win

Rather than positioning the conversation as a personal request, Emily framed her promotion as a strategic move for the company. She highlighted how moving into a leadership role would allow her to drive greater impact, mentor others, and enhance team efficiency.

This reframing helped Dan see the long-term benefits rather than focusing on the short-term inconvenience.

7. Setting a Deadline for Action

To avoid endless delays, Emily and Dan agreed on a clear timeline for revisiting the promotion decision. They set a three-month period to track progress against defined objectives. This ensured accountability and kept the conversation from becoming an indefinite cycle of “maybe later.”

Employees like Emily must recognize their manager’s concerns while advocating for their own growth. By aligning on expectations, developing a transition plan, and framing the promotion as a win-win, they can shift the conversation from reluctance to action. Ultimately, career advancement isn’t just about proving capability; it’s about making it easy for decision-makers to say yes.

by Kendall Barndollar

Fri 24 January 2025

In the modern workplace, prioritizing clear and effective communication is paramount to team and individual success. Sustained productivity is fostered through effective capacity management and maintaining morale while preventing burnout. While to-do lists continuously grow, many struggle to communicate their overwhelm or burnout to their managers. Without clear communication, many will stay silent or eventually leave the organization, eliminating the possibility of collaborating and growing through innovative solutions.

Addressing capacity management issues with a boss can be daunting, many fear they will be perceived as lazy or ‘not team players’. To change the tone of these meetings, professionals should suggest strategy sessions to propose solutions to the problems they are experiencing. The key to discussing these issues with a superior is to switch the mindset from discussing problems to proposing solutions.

For example, let's consider Joe, who manages a team of about 15 professionals at an emerging tech company. Joe’s team generally has a pretty productive team culture and they work really well together. In the past few months, the team has been working around the clock for a launch date in two weeks. Throughout the project, Joe noticed interpersonal conflict and tensions continuously heightened as the deadline became near.

Joe’s boss, Rebecca, emailed to inform him of an exciting new client the company has just landed and how Joe’s team will be involved in the project, with a deadline in two weeks. Joe becomes worried because he knows his team has already been putting in overtime and it will jeopardize their team culture and productivity to add another task to the to-do list with a short deadline. Joe schedules a meeting with Rebecca to discuss their management strategy for his team.

If Joe comes to the meeting angry or upset about the tasks needed from his team, Rebecca will likely not have a positive response. She may think members of Joe’s team are not contributing, or that Joe has not adequately instructed and motivated them to complete their deliverables. Instead, Joe should come to the meeting with potential solutions and an open mindset to discuss deprioritizing certain tasks or finding alternative solutions to manage the workload. Through a productive conversation, Joe can foster a collaborative approach to capacity management; listening to his team, discussing with his superior, and finding a balance. Furthermore, in advocating for his team, Joe would have contributed to building team trust and enforcing a productive, positive environment.

More than being able to manage a team's capacity, proactive capacity management prevents immediate burnout and stress, setting a foundation for long-term productivity and collaboration. Managers monitoring and adjusting workloads to reflect appropriate team capacity build a strong, connected, and supported workforce. Employees feel a stronger organizational commitment and value to the organization and team when understood. When employees are more committed and aligned with the organization, they have higher job satisfaction and strive for growth in their roles.

Additionally, a well-managed team can more effectively handle unexpected challenges, as they are not already operating at their highest capacity. Flexibility and adaptability ensure smooth project executions and foster innovation when team members work together to find solutions. By prioritizing capacity management, managers enable their teams to cultivate positive environments for clear and effective communication and collaboration. Here are 3 foundational aspects to recall for managers working on capacity management:

Open Communication

The most critical aspect of being able to effectively manage a team's capacity is establishing clear, effective, and open communication. Without communication, managers would only find out of instances of capacity overload from failures to meet deliverables or assignments. By encouraging open discussion, managers can cultivate a communication culture that empowers the voices of their direct reports and, prevents team failure or backup. Furthermore, to truly manage capacity, managers need to communicate effectively with their executives in order to meet deadlines.

2. Work-Life Balance & Psychological Safety

Another prominent aspect of prioritizing capacity management is considering work-life balance and psychological safety within the office. Work-life balance ensures that team members do not struggle in their personal lives for work and psychological safety prioritizes a positive team culture and mindset. By focusing on these two factors, managers are able to better grasp the capacity and boundaries of their teams.

3. Training and Development

A final foundational aspect of capacity management is the training and development opportunities available to teams. To truly improve a team's capacity without conceding accuracy or work quality, organizations need to invest time and resources into team training and development. Depending on the organization these experiences may take different forms and could be team bonding exercises, technical classes, or skills workshops that improve team productivity.

Managers concerned with overloading their team or those struggling with capacity management should consider utilizing goal-setting and tracking software. Many managers face challenges in capacity management because they do not appropriately gauge the capacity of individuals and teams. Through goal-tracking software such as AIM Insights, managers and their direct reports can benchmark goal achievement and progress. Furthermore, utilizing tracking software enables managers to have a more objective view of overall progress and growth. Finally, through utilizing software, managers are able to self-reflect and grow through provided feedback.

Proactive capacity management is essential to sustain productivity, and team morale while preventing burnout. Through fostering open communication, encouraging a healthy work-life balance and team environment, and providing continuous training opportunities, managers create an adaptable and productive workforce. Through leveraging tools to understand team members' goals and progress, managers are enabled to be great leaders who vouch for their team. Ultimately prioritizing proactive capacity management creates a foundation for long-term success and a sustained positive team culture.

by Kayla Ambrose

Fri 24 January 2025

A manager is responsible for ensuring deadlines are met and tasks are completed. Naturally, managers want the best for their team and are willing to assume more roles in order to help their team achieve success. Once managers begin completing entry-level tasks, strive for absolute perfection, and become overly attentive to their direct reports, they enter the territory of micromanaging.

Although micromanagement often develops with good intentions for wanting the team to succeed, this management style can cause a lot of unintended consequences. When direct reports experience micromanaging, creativity is stifled, morale is decreased, and trust is lost. Micromanagement doesn’t just negatively impact employees, the additional effort used by managers who micromanage leads to severe exhaustion. Despite these negative implications on teams, micromanagers often continue these behaviors because they fail to recognize that they are micromanaging.

How to Recognize Micromanaging Behaviors?

1. Reluctance to Delegate

An indication of micromanagement is resistance to delegating tasks. As a manager with more experience than other team members, it may feel challenging to assign tasks to direct reports who may have more underdeveloped skill sets. Something important to consider is the opportunity cost of completing these more entry-level tasks. Senior managers are more suited for higher-level tasks, so it wouldn’t be valuable for high-level managers to be completing entry-level tasks. Managers' time is more valuable on something that can only be completed with their knowledge and specific skill set.

Imagine if Tom Brady spent his life mowing lawns instead of playing quarterback. His great attention to detail and strong work ethic would allow him to be very good at mowing lawns, but this wouldn’t be the best use of his unique skill set as a professional athlete. The same idea translates to managers struggling to delegate tasks. When managers spend time completing tasks that their team can handle, they become like Tom Brady mowing lawns instead of winning with their team. Effective delegation isn’t solely about assigning tasks to employees It’s about recognizing the team's strengths and trusting them to complete tasks, allowing managers to focus on tasks only they can do as a leader.

2. Over Involvement in Employees Work

As a manager, it is critical to understand what team members are doing and how it contributes to the overall objectives of the team. Managers who take this a step further, through very frequent updates and constantly involving themselves in employees' work, become micromanagers. Although it can be tempting to step in and help an employee who is struggling, managers shouldn’t be constantly working with employees on their tasks or taking over for them.

Make sure to reflect on how frequently communication is conducted with employees. Managers who are constantly asking for updates and asking questions about minor details may be micromanaging their team. This is also applicable to managers who have employees constantly reaching out for confirmation. Whether or not it is explicitly stated, if employees frequently need to have their managers approve of interim task phases, there is likely a micromanaging relationship present.

3. Constantly Monitoring Employees

Another sign that a manager is a micromanager is how they monitor their employees. Constant oversight from managers can make employees feel scrutinized. Whether a manager is monitoring their team by being physically present or digital tools to keep tabs on everyone, a compulsion to constantly supervise employees is an indication of micromanaging.

Micromanagers often confuse visibility with control. While managers need to be informed about their team’s progress, there’s a difference between keeping track of outcomes and obsessively monitoring every detail within the process. A healthy management strategy is to build trust and open communication with team members so they feel empowered within their roles. Employees are more likely to feel motivated and deliver creative solutions when managers provide them with more autonomy.

Reflecting on the three previous behaviors is an important step to counteract micromanaging. Since it can be difficult to self-assess, asking for feedback from employees can be a powerful tool to recognize micromanagement. Creating an anonymous feedback mechanism where employees can share honest criticism can be a helpful way to diagnose micromanagement.

What are Ways to Reduce Micromangement Tendencies?

1. Develop Effective Communication Skills

Oftentimes, micromanaging can stem from managers stepping in when their employees are confused about a project. To prevent employees from becoming confused about a task, make sure to effectively communicate expectations. Not only should managers properly discuss what is expected from employees, but they must also encourage employees to ask questions to promote a better understanding.

2. Practice Delegating

Micromanagers struggle to delegate tasks and often assume way more responsibility than they should. To feel more comfortable delegating tasks, managers can practice delegating less complex responsibilities. Gradually shifting responsibilities to employees works to establish trust and build confidence for employees. Not only will employees become more confident, but managers will also become more confident in the competencies of their employees.

3. Expand Employees’ Skillsets

Micromaning often stems from managers feeling that their employees aren’t capable of completing their assigned tasks. Similar to practicing gradual delegation, managers should also collaborate with employees to further develop their skill sets. If an employee struggles with a particular software or another critical component of their role, managers can provide resources or specific training to help enhance their skills. By working to expand employees’ abilities, managers will be more confident in allowing their employees to assume more responsibility.

4. Establish a Growth Mindset

Fear of failure motivates managers to develop micromanagement behaviors. One way to counteract this fear of failure is to work on developing a growth mindset. Managers who are able to shift their thinking to consider setbacks as a learning opportunity are more able to let go of their micromanaging behaviors because they are less hyper-focused on ensuring a standard of perfection.

Changing subconscious behaviors is an incredibly difficult task. As a manager hoping to stop micromanaging tendencies, make sure to self-reflect often and evaluate the effectiveness of changes in management styles. Throughout this journey to stop being a micromanager, it is beneficial to receive guidance from peer mentors who have similar experiences. No one wants to be micromanaged and it isn't a productive strategy for managers either. Make sure to focus on the big picture and the benefits that will be experienced once micromanaging is out of the picture.

by Grace Tripathy

Fri 24 January 2025

Jessica, mid-level employee, sat at her desk, staring at a growing to-do list and an inbox full of unanswered emails. Her frustration wasn’t just about the workload; it was about the lack of direction. She felt disconnected from her manager, unsure if her efforts aligned with the team's priorities. She had tried to initiate one-on-one meetings to clarify her goals, but her manager always seemed unprepared or distracted. Jessica worried her career was stagnating, and her upcoming performance review loomed over her like a dark cloud.

Then she decided to try something different. Instead of asking for another generic check-in, Jessica approached her manager and said, “Hey, can we have a strategy session?” The response was immediate. Her manager’s eyes lit up with interest, and they scheduled a dedicated hour later that week. Little did Jessica know, this simple shift in language would transform not only her relationship with her boss but also her career trajectory.

Why “Strategy Session” Resonates with Managers

The term “strategy session” holds power. Unlike vague requests for a “1:1” or a “check-in,” it signals intentionality and alignment. Most managers juggle competing priorities and dread meetings that lack a clear purpose. By framing the conversation around strategy, you’re tapping into your manager’s mindset of planning and action, making them more likely to engage meaningfully.

Here’s why this approach works:

Managers value alignment: The phrase “strategy session” suggests you’re focused on aligning your personal goals with the team’s overall vision.
It emphasizes forward-thinking: It shifts the conversation from reactive problem-solving to proactive planning.
It positions you as a partner: By prioritizing strategy, you show that you’re invested in the team’s success, not just your own.

How to Prepare for a Strategy Session

To ensure a productive meeting, preparation is key. Here’s how you can take charge of the conversation:

Clarify your objectives:

Identify what you want to achieve from the session. Are you seeking clarity on your role? Do you want feedback on recent work? Are you planning for the next quarter?

2. Align with team goals:
Review your team’s objectives and think about how your contributions fit into the bigger picture. Be ready to discuss how your work supports overall priorities.

3. Draft an agenda:
Include topics like:

Reviewing current responsibilities and performance.
Discussing alignment between your goals and the team’s mission.
Identifying areas for growth and development.
Planning next steps for key projects.

4. Gather data:
Bring examples of your achievements, challenges, and areas where you need support. Be ready to back up your points with metrics or specific anecdotes.

Setting Expectations and Taking Control

When the strategy session begins, set the tone with clear communication and actionable steps. Here’s a framework you can follow:

Start with context:
- Begin by thanking your manager for the time and explaining the purpose of the session. For example: “I wanted to take this time to ensure my work is aligned with our team’s priorities and to map out a clear path forward.”
Review your goals and alignment:
- Share your current goals and ask for input on how they align with team objectives. For example: “Here are the key projects I’m focusing on. Do these align with what the team needs most right now?”
Seek feedback:
- Proactively ask for insights on your performance. Use open-ended questions like:
  - “What’s going well from your perspective?”
  - “Are there areas where I could improve or add more value?”
Plan for the future:
- Work together to outline next steps. Discuss what’s needed to achieve both your goals and the team’s priorities. For example: “What should I focus on in the next quarter to contribute more effectively?”
Summarize and confirm:
- At the end of the session, recap key takeaways and agreed-upon action items. For example: “To summarize, I’ll focus on X project, improve Y skill, and check in with you on Z progress in two weeks. Does that sound right?”

Making Strategy Sessions Routine

To maximize the impact, don’t let strategy sessions be a one-time event. Incorporate them into your routine by:

Scheduling regular meetings: Aim for monthly or quarterly meetings to stay aligned.
Preparing in advance: Treat each session as an opportunity to showcase your growth and recalibrate priorities.
Following up: After each session, send a brief email summarizing key points and next steps to ensure accountability.

Strategy sessions aren’t just about day-to-day alignment; they also set the stage for successful performance reviews. By proactively discussing your goals, progress, and challenges, you demonstrate ownership of your career and make it easier for your manager to advocate for you. These sessions create a narrative of consistent growth and alignment, which can lead to better evaluations and opportunities for advancement.

Jessica’s decision to ask for a strategy session not only clarified her goals but also strengthened her relationship with her manager. She felt more confident, focused, and motivated—and her manager appreciated her proactive approach. By adopting this simple yet effective strategy, you too can take control of your career, ensure alignment with your team, and set yourself up for success. Start today by asking, “Hey, can we have a strategy session?” and watch how it transforms your professional journey.

by Garrett Mintz

Wed 22 January 2025

Are company reorganizations (reorgs) bad?

It depends on who you ask and how the reorg was handled.

Most people associate reorgs with negative experiences because they often signify significant changes to the business. For better or worse, people tend to resist change, making reorgs an uphill battle when it comes to winning hearts and minds.

Whether a company has determined a business unit is no longer profitable, their success metrics need to change, or that they are simply moving in a different direction, a reorg means that change is coming.

The challenge most companies run into when attempting to successfully enact a reorg is effectively communicating the strategy, getting buy-in, and achieving adoption of the new status quo.

A typical reorg looks like this:
The CEO, often under pressure from the board, decides to implement a change in how the business operates. Perhaps the company isn’t profitable enough, early indicators suggest the need for proactive adjustments, or a new strategy seems necessary. The CEO shares this plan with the executive team, expecting them to communicate and champion the change with the same enthusiasm.

In an ideal world, employees would immediately understand, embrace, and adapt to the changes.

In reality, direct reports—wanting to appear as team players—often say, “I’m on board and looking forward to this change!” whether they genuinely feel that way or not. This lack of transparency creates a false sense of confidence for the CEO, who believes their team is fully aligned.

But then... the wheels fall off.

And then…egg on his face (metaphorically). The proposed changes fail to gain traction. Confused and frustrated, the CEO demands answers: “Why isn’t everyone as excited about this change as I am?!”

The truth might eventually surface, often at great cost. A brave executive who explains the lack of adoption risks being labeled insubordinate—and perhaps even losing their job. Others in leadership take note and quickly learn that honesty about these matters is unwelcome.

So what actually happened when the CEO proposed these changes?

First, his executive team who report to him, conceptually understand why the change is being proposed, but they aren’t fully sold on the solution. It wasn’t their idea and they haven’t had enough time to think through the ramifications and determine the best outcome. The change feels very sudden.

They then go to their next level of leadership and say “A change is being made. We are now transitioning from operating like xyz and are now going to be operating like abc.” The team asks “Why?” And those leaders say because the CEO has determined that we need to make this change.

That next level of leader now has to communicate down to their direct reports admonishing “I didn’t make this change! My hands are tied. I can’t control it but the executives at this company are now making us operate like this. Don’t kill the messenger!” You might have seen this exact scenario play out at your company on remote work policies as we get further from the pandemic.

The individual contributors doing the work at this company do one of two things:

Continue work as normal and not implement the change, or
Adopt the new change but do it very lazily and not work very hard intentionally scuffling the change process with the hopes that the executive team will see that this new way isn’t working and that they will revert back to the old way.

The result…complete and utter failure at worst, and a major distraction at best

But reorg’s don’t have to be this way. Shoot, if reorg’s were always failures, companies would stop pursuing them.

It is just critical that companies pursue reorgs in the right way.

Here are a few tips on how to successfully enact a reorg:

Start with Pilot Teams
Develop tiger teams or experimental teams that can begin to work on this new change. If they are successful, it creates a template for which to refer to in terms of setting expectations for the rest of the organization when the wide scale roll-out happens. It also creates an early group of advocates for the change.
Involve the right stakeholders early
Incorporate a strong team of relevant folks to set proper expectations based on full knowledge. Get as many people as relevant and necessary to be involved in the change and get a clear understanding and alignment on the problem statement that needs to be solved. If everyone isn’t in agreement on the problem to be solved, it will be impossible to create a successful solution and get buy-in. This requires vulnerability and openness from the executive team to show data on why it isn’t working.
Ensure leadership buy-in
Have your team communicate back to you, in their own words, why the change is happening and why it will help the business. Act skeptical, and only until you are convinced based on their argument to you why the change needs to happen, can you feel comfortable knowing that they are officially bought into the change.

Ultimately, reorgs are hard but necessary things for companies to innovate and continue to grow. If a reorg can be enacted successfully, that company will be in an incredible position to thrive moving forward.

If you are interested in engaging further into this conversation, follow the Ambition In Motion YouTube channel and look for virtual Pre-Symposium Panels covering this topic (Pre-Symposium Panels are virtual panels covering relevant business topics). And if you happen to be in Austin, TX on 2/13/25, come to the Executive Symposium which will debate and discuss this exact topic - RSVP’s here: ambition-in-motion.com/events.

by Kendall Barndollar

Fri 10 January 2025

In the ever-evolving corporate environment, setting clear and actionable objectives is a critical responsibility of every leader. Companies have been navigating a world which has been formed through digital changes and a rapidly changing workforce. To sustain a competitive advantage and align with broader company objectives both employees and leaders must set goals that are ambitious, but also measurable and relevant. The SMART goal framework is an effective tool for creating specific measurable, achievable, relevant, and time-bound goals. Finding innovative paths to utilize this framework will enable teams to push boundaries and reach higher achievements.

For many individuals, the new year brings times of change and new beginnings. Commonly, this era of change can be overwhelming for the mental health of many individuals. A plethora of people start the year with a new mindset and goals in mind yet fail to achieve them. Tendencies of setting unrealistic or unattainable goals are common practices that must be broken. Setting realistic goals help divide achievements into smaller, more attainable targets. For the more crucial aspect of goal-making is creating timeout goals on a realistic deadline that enables a positive mindset towards reaching relevant objectives.

The SMART framework emphasizes setting Specific, Measurable, Achievable, Relevant, and Time-bound goals. By ensuring each goal meets the above criteria, individuals can create a clear timeline and roadmap to effectively track their progress. Moreover, this approach helps build momentum and confidence in addition to holding individuals and teams accountable. For professionals to best utilize the SMART goal framework, it is crucial to understand each individual aspect and how these tools can be utilized in the workplace:

Specific

SMART goals are meant to be specific in that they are not too vague and clearly identify a target. This could include a goal with a few targets, falling within it or one main specific target, but it should clearly outline the objectives that the individual is aiming to achieve. In circumstances where managers are creating these goals along with their employees or for their employees, leaders must be clear in their expectations and the deliverables expected from each specific target.

Measurable

Goals should be measurable, meaning that there are defined points, benchmarks, metrics, or evaluations that will objectively demonstrate the progress made or potential completion of the goal. While it is helpful to use qualitative measures such as percentage growth or a certain dollar amount of sales, goals can be measurable in a variety of ways. For example, a leader could be working to improve their team culture and use the team communication habits or norms as a measure of their success. The most crucial part of making a goal measurable is having a defined point from the beginning that will clearly demonstrate the progression of completing the objectives. In the professional environment, a useful tool that will enable individuals to measure their success is a tool such as AIM Insights. AIM Insights is a platform that enables both managers and their direct reports to track goals, achievements, and progress.

Achievable

SMART goals should also be realistically achievable. Frequently, individuals become discouraged or overwhelmed when tasked with overly optimistic, unattainable goals. When goals are broken down into smaller targets or objectives, individuals feel empowered to tackle small portions at a time, eventually completing the large goal. Thus, it is important to frame goals in achievable ways that are realistic for parties to complete. In the professional setting, team members can work to make goals achievable by reviewing past metrics and data as a benchmark and utilizing the information as a predictor for future capabilities and performance. Finding innovative ways to benchmark and track performance will give a more realistic understanding of a team or individual’s capacity, encouraging realistic and reachable goals.

Relevant

SMART goals should be relevant to the individual or team tasked with them. Most notably, the goal should be related to a broader idea project, or initiative that people may be working on. Furthermore, goals can be effective in aligning with personal, team or organizational objectives. When a goal is relevant in the workplace, it directly aligns to a professional’s role and responsibilities in the organization. Through enabling their direct reports to find this alignment, managers, and leaders set a great example for including relevant goals in the workplace. Additionally, leaders should ensure that goals are pertinent to the teams, challenges opportunities, and experience experiences to make them feel motivated and connected to the overall goal for the team or organization.

Time-Bound

A crucial aspect of setting SMART goals is ensuring that they are time-bound. Time-bound goals have a clear deadline or timeframe by which they must be achieved, which creates accountability and motivation for teams and individuals. When goals are set without a specific timeframe, many tend to procrastinate and usually make progress toward goals much slower. In the workplace, team leaders should be cognizant of direct reports' mental health and team-wide culture that can be impacted by setting goals within an unrealistic time frame. In many circumstances, inadequate time to complete the goal will result in poor performance, and high team, stress, and can severely detriment team culture.

Many see the start of the new year as an opportunity to reset and focus on self-improvement. In 2025, the smart goal framework remains an essential tool for navigating the complexities of the current workplace. Through intense eras of change, growth, and learning, SMART goals, are a great tool to utilize for tracking progress and creating some accountability. In the dynamic workplace, it is most important for professionals to set specific measurable, achievable, relevant, and time-bound goals to ensure clarity, focus, and improved communication. By incorporating the smart goal framework, many organizations may reap the benefits of improved productivity, communication, and team culture.

by Grace Tripathy

Fri 10 January 2025

Mentorship is often seen as a cornerstone of personal and career growth. However, to truly unlock the potential of a mentorship relationship, it is critical to establish mutual respect, value each other's time, and foster an environment of growth and collaboration. By examining the perspectives of mentors, mentees, and the dynamics of their partnership, we can uncover the principles that make mentorship thrive. Additionally, these principles align with the values of mastermind groups, where professionals come together as equals to accelerate collective growth.

The Mentor’s Perspective: Guiding with Intentionality

A good mentor recognizes the privilege and responsibility of shaping another’s professional journey. Key attributes of effective mentorship include:

Respect for the Mentee’s Goals: Tailoring advice and guidance to align with the mentee’s aspirations fosters trust and ensures relevance. A mentor should take the time to understand the mentee’s long-term objectives and provide guidance that bridges the gap between current skills and future ambitions. This approach ensures that the mentorship remains focused and meaningful.
Consistent Availability: Being present and honoring scheduled commitments demonstrates respect and professionalism. Mentors who consistently make time for their mentees signal that they value the relationship. This consistency builds trust and sets the tone for productive interactions, even when schedules are demanding.
Constructive Feedback: Providing actionable insights helps mentees navigate challenges and hone their skills. Constructive criticism, when delivered thoughtfully, can inspire growth and encourage mentees to embrace new opportunities. A mentor should also celebrate the mentee’s progress, reinforcing confidence and motivation.

Beyond these traits, mentors should remain adaptable, as each mentee brings unique needs and challenges. By cultivating empathy and remaining approachable, mentors can create an environment that fosters open dialogue and shared success.

The Mentee’s Perspective: Learning with Humility and Drive

Being a good mentee goes beyond absorbing wisdom; it involves active engagement and respect for the mentor’s time and expertise. Key qualities of effective mentees include:

Preparation: Coming to meetings with clear questions or updates maximizes the mentor’s time and creates productive conversations. This practice signals that the mentee values the mentor’s guidance and is willing to take the necessary steps to benefit from the relationship.
Gratitude: Expressing appreciation for the mentor’s efforts strengthens the relationship. Small gestures of acknowledgment, such as a thank-you note or verbal recognition, can go a long way in reinforcing a positive dynamic.
Accountability: Following through on advice or agreed-upon actions demonstrates dedication to personal growth. Mentees who consistently act on their mentor’s guidance show that they value the relationship and are committed to improving their skills and achieving their goals.

Effective mentees also embrace a growth mindset, viewing challenges as opportunities to learn rather than setbacks. By staying curious and maintaining a proactive attitude, mentees can deepen the relationship and derive greater value from the mentorship.

Working Together: Building Mutual Respect

The mentor-mentee relationship thrives on mutual respect and shared effort. Common pitfalls, such as rescheduling meetings last minute or failing to show up prepared, can erode trust and diminish the partnership’s value. To cultivate a healthy dynamic:

Value Each Other’s Time: Both mentors and mentees should honor commitments and communicate proactively if changes arise. This mutual respect helps establish a professional tone and ensures that both parties feel their time is appreciated.
Set Clear Expectations: Define the purpose, frequency, and boundaries of the relationship to avoid misunderstandings. Regularly revisiting these expectations ensures that both parties remain aligned and can adapt to evolving needs.
Celebrate Progress: Acknowledge milestones and successes to reinforce the partnership’s impact. Celebrating achievements, no matter how small, can strengthen the bond between mentors and mentees and maintain momentum in the relationship.

Moreover, both parties should prioritize open communication. Addressing concerns or challenges directly and respectfully can prevent minor issues from escalating and ensure a productive partnership.

The Mastermind Group Connection

Mastermind groups offer a unique space where mentorship principles intersect with peer collaboration. Defined as small, focused groups of professionals who meet regularly to support and challenge each other, mastermind groups operate on the mantra that all members are equals, regardless of career stage or experience level. The only prerequisite is the willingness to add value to others’ journeys.

Ambition In Motion (AIM) exemplifies the power of mastermind groups in professional development. These groups prioritize diverse perspectives by bringing together members with varied experiences and insights, enriching discussions and broadening viewpoints. This diversity fosters creativity and innovation, exposing members to ideas they might not encounter in their immediate professional circles. Structured accountability is another cornerstone of AIM, as regular meetings with defined goals encourage participants to stay on track and make meaningful progress. By holding each other accountable, members create a supportive yet challenging environment that drives growth. Additionally, collaborative growth is achieved as members share challenges and solutions, accelerating each other’s learning and professional success. This approach ensures that all participants benefit, regardless of their career stages or industries. In AIM mastermind groups, participants are encouraged to be both learners and contributors, mirroring the essence of mentorship where mutual respect and shared effort drive success.

Whether in one-on-one mentorships or mastermind groups, respect and intentionality are non-negotiable. By valuing each other’s time, honoring commitments, and fostering open communication, professionals can create relationships that elevate everyone involved. Mastermind groups, like those offered by Ambition In Motion, take this principle further by creating a platform where equals collaborate to achieve unparalleled growth.

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