Hi there,
Everyone loves having a say.
Plus research demonstrates the positive impact of choice at work.
But…
Too many choices can lead to teams feeling stuck or frustrated.
It’s all about providing just the right amount of choice.
⚡ Supercharge of the Week
Remote Octopus recommends providing two or three choices to cross-functional colleagues when resolving an unexpected project challenge.
Providing choices, or options, to cross-functional teams can be a key anchor in building strong cross-functional relationships and psychological safety.
Research demonstrates that choice leads to greater ownership, engagement, and belonging at work.
“What exactly is it about choice that leads people to shift their behavior? We found that thinking about choices makes people feel stronger and more powerful, which makes sense because the act of choosing allows people to influence their environment while expressing their preferences, values, and beliefs.”
Let’s dive into an example.
You’re overseeing a new product launch. Everything is running smoothly.
All of a sudden… leadership wants to add in an additional feature. And it’s big. Ah, scope creep!
You are fully invested in launching this product on time. What do you do?
This is where we can plug in choice to drive cross-functional engagement and build remote relationships.
FIRST
Thank the leader for their request. Tell them that you’ll check in with the project team and circle back shortly. Be specific with when you’ll likely have additional details. Confirm that the timeline will work for them. (You never know which dependencies are behind the scenes of their ask, such as a board presentation or leadership call!)
Example in Action
Hi Amina – Thank you for reaching out! Let me take this idea to the team lead. I’ll circle back to you by end of day tomorrow. Does that work for you?
NEXT
Take the request to the person responsible, or team lead, for the project through a Slack message and calendar invite.
Ideally, you want to provide advance notice of this request through Slack or email before scheduling the calendar invite or hopping onto a video call. The person responsible might feel panic or frustration with this request. Totally fine. Giving them advance notice before the call allows them some space to breathe and helps them see that you have a game plan for next steps.
Example in Action
Hi Kai – Reaching out with a quick update on Product Y. We’re on track so far for an on-time launch – awesome!
Leadership pinged me this morning wondering if we have the capacity to add Feature Q. I let them know I’d chat with you first and circle back to them by end of day tomorrow. We want to think through our options here and ensure your team feels fully supported to stay on track. I’m dropping 20 min on our calendars later today to chat through a few options together that I can present to the leadership team. Prior to our call, do a quick pre-think on Feature Q capacity on your end. No need to loop in anyone else yet. Let me know if you have any questions.
Once you send the Slack message, send over a clear calendar invite for a video call.
THEN
Once you’re on the call, anchor the conversation in your unified goals and the opportunity to provide choice so the team feels fully supported. Leverage the word we.
Example in Action
You: We both know the priority for this product is an on-time launch for customers. Right now we’re tracking for an on-time launch in May 2024, does that sound right?
Kai: Yes, I took a look at the technical progress this morning and confirmed everything is looking good so far. I’m trying not to panic about Feature Q! On-time delivery for this project is a key target for my own goals this year.
You: Yes, launching on time is key! Today’s chat is about providing a few options to leadership. How would adding Feature Q impact our launch date?
Kai: Feature Q is complex. Based on quick estimates this morning, it would add at least 5 weeks to the launch date – if we keep our current staffing levels.
You: Got it. So it sounds like we can present leadership with two options. First option: We can continue without Feature Q and expect an on-time launch in May 2024. Second option: We can incorporate Feature Q and delay the launch by at least 5 weeks. Does that sound right?
Kai: Yes.
You: And your preference is the first option, but you’re ok with moving forward with option two if needed?
Kai: Yes, that sounds right. Feel free to tell them my preference if that’s helpful. If we move forward with the first option, then we can fold feature Q into a Q3 or Q4 sprint.
You: Awesome, thank you! I will ping leadership right when we get off this call and let you know when I hear from them. Hopefully it will be a quick turn around. No need to loop in anyone else in the interim. If we end up shifting to option two, I’m here to support you with any internal comms and timeline adjustments as needed. With both options, our customers will have an exciting new product this spring!
FINALLY
Before your stated deadline, circle back to present leadership with the two options. Be specific with when you’ll ideally have a decision and communicate dependencies. Confirm that the timeline will work for them.
Example in Action
Hi again Amina – Just got off a call with Kai. It sounds like Feature Q is a complex build. We’d like to present two options for consideration:
- Option 1: Add in Feature Q and launch the product 5+ weeks later than anticipated.
- Option 2: Launch on time as is and fold Feature Q into a Q3 or Q4 sprint.
If possible, can you confirm leadership’s insight by end of day Wednesday? This will ensure we update timelines & internal comms efficiently. Happy to answer any questions.
Do you notice what we didn’t say?
We didn’t say: Well, what do you want to do?
We anchored our collaboration in a fixed set of two choices.
Just the right amount.
And remember, close the loop with Kai once Amina shares leadership’s decision!
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