Gardening Your Team

Management skills via container gardens

I really want a yard but we live in the Bay Area, which makes space really expensive. For now my family shares a tiny yard with our downstairs neighbors and because I was too shy to ask, I spent our first 4 summers here without any sort of garden.

This spring I asked the ladies downstairs if we could put a few potted plants out, to which they said “duh, totally, we don’t care at all.”

Takeaway #1 from this post: ASK. Most of the time, the thing you’ve been dreaming about will not bother anyone else in the least.

So this is how I ended up with a sweet little container garden. We only planted the things I knew we would eat: tomatoes, cucumbers, strawberries, basil and a few other herbs. Between calls I would go check on things… and maybe it’s because I coach growing adults all day, but our garden became an ongoing visual metaphor for everything happening on my clients’ teams.

Here’s what I learned about humans, growth and groups from our container garden this year:

1. Plants need different degrees of sunlight for varying hours of the day. Off the bat, I did not choose vegetables that required a different type of yard. We have full sun for a good stretch of the day and shade after that. I checked with the gardeners at the local nursery to make sure I wasn’t trying to grow things unsuccessfully from the start.
Are you hiring junior resources and expecting them to do senior-level work? Are you promoting folks into leadership roles and then giving them so much work in the weeds that they have no time to manage? Know what kind of environment you’re offering… and then hire accordingly.

2. Half our plants needed water daily; half our plants were drowned by daily watering. How annoying, right? It would have been so much easier if we could have an all-or-nothing approach but the more I got to know the plants, the more nuance I noticed.

As leaders, we want a one-stop solution to managing people. But people, like plants, thrive under different conditions. The cadence of 1:1 meetings with your reports does not have to be the same for each person. Have someone who prefers monthly conversations? Book it. Have another person who shines with more regular check-ins, perhaps weekly? Book them. There is no law that says your rhythms have to be the same across the board.

(*Note: For 1:1s, I wouldn’t go less frequent than monthly. Too much changes in a month.)

3. Cucumbers need stability. The cucumbers were moody as hell. First they were growing left. Then the swerved right. On the DAILY, they were changing which direction they were headed… and finally I realized they were looking for a path. I tied the vines to the fence and let them spread out, relieved to have found backbone for their direction.

You will have some very self-motivated folks on your team. But you will also have people who are looking for direction. When that’s the case, connect them to a path. Secure them for a period of time to a mission, a project, a goal. Even the most motivated of people are lost sometimes.

4. Tomatoes shape each other. Sometimes a few tomatoes start growing in a little pocket. Their little flowers are close together and it’s so charming… but as they get larger and take up more space, their growth paths run them into each other. Tomatoes don’t care and I don’t either… they taste the same, but it affects their shape. When they grow too close to another, they end up with flattened sides, squashed tops or funky bodies.

Team dynamics work this way, too. When we have folks who are growing too closely, they will push each other to make room for their own growth. Sometimes this is fine and you end up with uniquely-shaped team members who are healthy and thriving! But sometimes the squashing results in rot… and in these cases, it is best to prune one or two off the vine for the greater good.

5. Strawberries are overachievers. I read that you should only let a strawberry plant have 3 daughter plants. (Strawberries are these crazy little plants that send shoots out to start new ones All. The. Time.) It hurt to imagine cutting the shoots they were churning out! But then I realized they were not producing any fruit because they were spending all their energy on new plants.

BEWARE! If one of your employees loves starting projects, they might be a total strawberry. Make sure they focusing their energies to go deep on a few efforts rather than making shallow work happen everywhere.

6. Basil has a lifespan. Basil is such a no-brainer because it’s easy to grow and you don’t have to pay $2 for a couple leaves at the grocery store. But at a certain point, basil starts going to flower (which means that it’s not as good and it’s kind of yellow). You can starve off the flowers by pruning them and removing them from the tops for a while… but at a certain point, you gotta call it quits. Dump the old plant and buy a new one at Trader Joe’s.

Some people have fully lived their lifecycle in their current environment. Things have run their course and you have pruned, supported and done enough. When your employee has gone to flower and they’re ready to move on, departures are welcome on all ends. It’s time for a new adventure for your employee… and a time to welcome a new member to the team.


The metaphors are endless and I could write a hundred posts about it all but I leave you today with this thought:

Growth, via plant OR animal, is the same. You have a limited amount of time and energy. Make sure you are growing what you want to be growing. Take care of different species differently. It’s ongoing, hard work to grow a team, as it is with a garden… but the fruits of your labor are so worth it.

Spending time with a team that you’ve curated and watched evolve? This is good, fulfilling work, managers. Keep it up.

Are you a manager? Do you love gardening in tiny spaces? We’ll talk about the nuts & bolts of managing, build community and have bigger conversations about empowering humans at Plucky’s next manager workshop! Find out more details here.

Simple beliefs about management, Plucky-style

This morning I responded to a prospective client who is weighing bringing me onsite to teach So Now You’re a Manager to their leadership team. She asked me to address how this training’s content addresses the biggest problems in the org, which are:

  • Managers can’t get out of the weeds and are too busy with their own day-to-day to manage their reports
  • Lack of leadership from the management team
  • Managers not pushing down responsibilities and not really understanding how to manage people
  • Reports not managing up
  • Fear of failing

Here was my off-the–cuff response, which seemed worthy of sharing for others considering sending folks to Philadelphia’s training in March:

Based on the list of 5 concerns, here’s what I’d say:
  • Managers cannot successfully lead unless they see themselves as leaders. So the first thing we’ll do is leadership mission statements in which all managers in the room must craft their own interpretation of managing and leading. Then they share them with the room. This is important because it’s the first step towards OWNING the experience of managing and leading and publicly interpreting that for their peers. This action will help with #2 and #3.
  • Then we’ll build on the concept of what the heck management is (short story: I believe all managers have a double major. Building trust and finding opportunities. That’s it. If they ONLY take this away from our time together, it will be a big win). Building trust and finding opportunities looks like a number of tactical things (1:1s, tracking resources’ paths, listening closely at leadership meetings, meeting with peers, sharing appreciation and reward systems). This portion of our time together will help with #1 and #4.
  • And regarding #5, I’m sure I’ll say this 10x/day while we’re together, but life is a giant science experiment. TRY THINGS! You must be willing to try things, assess and adjust as managers. This belief is my entire vibe in the room, I will encourage people to practice elements together, I will endlessly brainstorm with you all about what hasn’t been working and pull new ideas and experiments out of you.
  • Fundamentally I believe managing is like parenting. You never graduate. You will continue to hone these skills for your entire career – delegation, patience, managing UP, building trust, etc. Even if you get decent at one in Q1, you may struggle in Q3 because the humans you are working with and for will evolve! They’re like moving targets. 🙂 But with awareness and intention, commitment and a peer group of folks who are also managing alongside you, managing is incredibly rewarding and growing and the years of experiments and anecdotes they build up will make really fascinating and stretching careers for them all.


Does this sound like something your org needs? Send me your managers! There are still spots open for So Now You’re a Manager, Philadelphia edition on March 22-23, 2018. I would love to help empower your leaders and send them back with some GUMPTION! And tools!

Manager training: behind the music!

Every day I coach emerging leaders as they move into managerial roles and I hear the same themes in all of our conversations:
– How do I know if I’m doing well?
– I miss being in the weeds of the work.
– Humans are exhausting me.
– I hear about the problems but I don’t have the power to solve them.

These same themes come up in all verticals, from tech to healthcare to advertising to education to finance. Employees newly-promoted into manager roles are all wondering the same thing: was this the right move? Why does it feel so… hard?

Sometimes you get more money if you’re managing. But the money doesn’t help when you’re about to go into your 14th meeting of the day, unable to complete the work decided on in meetings because your schedule is full of, well, other meetings. The money doesn’t help when you stress about translating difficult messages from more senior leadership to your own reports.

And the money doesn’t help when you burn out tragically fast, quit and go freelance.

So there has to be a more compelling reason to become a manager and I feel authentic when I say this: managing is one of the most important opportunities you may have. Ever.

Managers lead other humans, assembling and motivating them to work together towards a common goal. Leading humans is a killer skill to have, especially if you do not use it for evil!

For this reason, I recently launched So Now You’re a Manager, a 2-day mini-conf for people who have less than 5 years experience as a manager! Let’s make some great future leaders, shall we?

The first one happened in Brooklyn, NY. The second one is happening in a few weeks in San Francisco. If any of this post resonates with you, you should totally come. And if your boss needs convincing to approve budget or time off, you can send them this post so they know what to expect:

Leadership Mission Statements
If you have never considered yourself a leader before, you are going to have an inefficient time leading. Who are you as a leader? What values do you believe in? How will your reports see you and what will they lean on you for? SNYAM attendees defined their leadership values, style and the skills they wanted to focus on for the next 6 months.

You could see attendees come alive in Brooklyn as they read their statements aloud. This also proved that all of the humans in the room were not the same! Some spoke of transparency, others of diversity and others of kindness. It was fantastic to see attendees grow self-aware about their own career paths.

Team as Product
If you’re building a product, you face many decisions about adding features, clarifying priorities and holding a vision for it so all can see. What if you thought of your team as a product? How would you hire differently if you knew you had a bunch of quiet people already on the team? What skills and personality traits would help the team be more successful?

SNYAM attendees were asked to design their current teams with play dough… and then explain their designs to the group they were sitting with. Sitting among peers who understand managing UP and corralling independent team members was so useful; they made smart observations about each others’ teams and many future decisions became obvious along the way.

1:1 practice
Why are 1:1s helpful? How often should you have them? What do you do if the person sitting across from you is a cold, stone wall of emotion and is acting like a robot? (Yeah. That’s the real talk right there.)

After covering some basics, attendees paired up and took 45 minutes to practice 1:1s with each other. From a variety of industries, they came back together to share that they felt helped and like helpers, that there were many similarities in their problems and victories! Getting an outside perspective from another person was refreshing, whether they did a walking 1:1, found a bench outside to sit on or made their way to a coffee shop. (Changing venues for 1:1s was a good experiment, too!)

Blame Jen!
Maybe you’re new to management and you know you need to evolve your identity (especially if you’ll be managing people who used to be peers!), but it seems cheesy and lame to start doing trust falls, SNYAM gives you the superpower of BLAMING JEN!

Attendees were given folders of manager tools, including work wheels, career planning guides, job description guidance and team dynamic activities. When they got back to work and wanted to try something new, they could always blame SNYAM (or Jen!) to build momentum around the new tool! Identity issues resolved.

If you are taking time and budget to be somewhere for 2 days, you better get something out of it. Attendees got Take-away Breaks twice a day so they could keep notes about what they and their specific teams need.

Coaching call 6 weeks later
Let’s be real; these attendees were out of the office for two days and then returned back to mega-emails, meetings and the grind. They brought instincts back with them and a new energy, but change has better odds when it’s monitored.

Six weeks after SNYAM, attendees booked 30 minute coaching calls with me to check in on how things were going. Sometimes they asked questions about their specific teams, sometimes they vented and sometimes we problem-solved together. Either way, it was a strong finish to the experience and compelling to see the ways they were integrating what they learned into daily managerial life.

If you’re a new manager (or an experienced manager who needs a new take), please join us in a few weeks. Tickets are limited to 20 attendees and we would love to see you there.

Because this conference will change things for you. It will give you a break in your schedule, a much-needed 2 day breather from the normal grind and it will allow you to consider, intentionally, who you are and what you’re leading. Successful careers and companies are built by the strong leaders who serve them; investing in yourself will give you the best shot at doing just that.

Companies who have sent their leaders to SNYAM in the past: Citi Bike, ExpandTheRoom, Fastspot, Four Kitchens, Glossier, SkyHi, The New York Times, VTS, Yellow Pencil, ZeroCater… and more!