Yevhen Nekoz: methodologies of management and teamwork

Yevhen Nekoz, founder of IT projects and SEO guru

Set tasks in writing.

• No ver­bal tasks ​“in the smok­ing areas and kitchens”. Ver­bal tasks can be dis­re­gard­ed from the project man­ag­er and even the com­pa­ny direc­tor.The point is that when a man­ag­er assigns a task in writ­ing in the same Work­sec­tion, they will see oth­er tasks of the employ­ee. This ref­er­ence will help set a new task accord­ing to dead­lines and pri­or­i­ties. When tasks are estab­lished in writ­ing, by the end of the week, it becomes eas­i­er to mea­sure the effec­tive­ness of each employ­ee’s work.

• Writ­ten tasks = fixed tasks, the effec­tive­ness of which can be mea­sured even after a year.

• Con­sid­er the time spent on the task. This is not so much for con­trol as it is for increas­ing effi­cien­cy. For exam­ple, by track­ing time, I found that sev­er­al employ­ees sim­ply do not know how to work with spread­sheets. Sim­ple tasks took them sev­er­al hours. When time track­ing is used, it’s impos­si­ble to be com­plete­ly unpro­duc­tive. It takes me a max­i­mum of 3 days to under­stand the effec­tive­ness of the cur­rent employ­ee or to iden­ti­fy the inef­fi­cien­cy of a new one. The acti­vat­ed timer Work­sec­tion will help iden­ti­fy under­per­form­ing employees.

Plan­ning struc­ture is mandatory!

This could be strate­gic plan­ning for 3 months or a year, then oper­a­tional plan­ning for a month, and local plan­ning for a week. But this is nec­es­sary. With­out it, peo­ple do not under­stand where the com­pa­ny is head­ed and what its goals are, and that’s a road to nowhere.

I active­ly use week­ly plan­ning — on Mon­days, goals for the week are set for every­one. If I have an employ­ee who’s left, dai­ly plan­ning can also be used, mean­ing I assign them a dai­ly task and check in the evening (we do a retrospective).

The ret­ro­spec­tive is very important.

It can be done once a week, for exam­ple — on Fri­day. Also after the com­ple­tion of a large strate­gic cycle (3−6−12 months).

Dur­ing the ret­ro­spec­tive, I am only inter­est­ed in 2 questions:

And of course, analy­sis of tasks by employees.

Late­ly, it seems to me that the man­ager’s tasks are to find peo­ple who share the same val­ues, cre­ate con­di­tions for them to work, set goals, and then every­thing will roll on its own.

Employ­ee cards in Worksection

Work­sec­tion allows you to see how loaded your employ­ees are. This is a cool fea­ture, and it helps us to even­ly dis­trib­ute tasks among employ­ees dur­ing plan­ning.
Above, I described the main tools that I con­sid­er essen­tial. They stem from the phrase ​“dis­ci­pline is free­dom”. And to imple­ment this — in Work­sec­tion, with recur­ring tasks, check­lists, and control.