Teamocracy and how to implement it in your business with Worksection

Wel­come, friends!

In the pre­vi­ous arti­cle we talked about the new method­ol­o­gy Teamoc­ra­cy, its core val­ues and advan­tages for your team and busi­ness, and today we will explain how Work­sec­tion can assist you with the imple­men­ta­tion. If your team shares val­ues sim­i­lar to those of Teamoc­ra­cy, you will find this arti­cle interesting.

Every per­son in a team has needs. If they are unmet, the team suf­fers. Pur­pose, belong­ing, auton­o­my, mas­tery – these are key needs, and an effec­tive task set­up in a project great­ly aids in achiev­ing team cohe­sion. Prop­er­ly defined require­ments in descrip­tions, pri­or­i­ties, dead­lines, tags, sta­tus­es, cus­tom task fields, and log­i­cal­ly orga­nized tasks in a project are essen­tial tools for meet­ing the team’s needs.

The team comes first. Trust and psy­cho­log­i­cal safe­ty in the col­lec­tive are cru­cial. How­ev­er, if prop­er com­mu­ni­ca­tion is not estab­lished, there is lit­tle room for these val­ues. To ensure con­ver­sa­tions flow smooth­ly, there should be a com­mu­ni­ca­tion chan­nel where it is easy to agree on neces­si­ties, pro­vide feed­back on work — both pos­i­tive and neg­a­tive. I sin­cere­ly rec­om­mend using chats, com­ments on tasks, and call­ing fea­tures through Teams, Google Meet, or Zoom direct­ly from the task card. Bet­ter to spend 10 min­utes on a brief­ing than 3 days on revi­sions. Well-struc­tured com­mu­ni­ca­tion sup­ports psy­cho­log­i­cal safe­ty and the pos­si­bil­i­ty of healthy crit­i­cism, with feed­back in pri­vate chats when necessary.

When com­mu­ni­ca­tion is estab­lished, val­ues come into play.

Respect for peo­ple is an invi­o­lable bound­ary. Do not sac­ri­fice peo­ple for dead­lines — time­lines can always be adjusted.

A cul­ture of proac­tiv­i­ty is always a poten­tial for devel­op­ment, both per­son­al and cor­po­rate. Every­one knows their area of respon­si­bil­i­ty. There’s no phrase like ​“I wasn’t told.” If there is no direct assign­ment — I look for it myself. There’s an oppor­tu­ni­ty to assign tasks to one­self. There are also oth­er incen­tives for proac­tiv­i­ty — like a week­ly rank­ing of the most pro­duc­tive par­tic­i­pants, as a tool for healthy com­pe­ti­tion with­in the team.

Focus on the col­lec­tive. Team goals come first. You can set team goals direct­ly in the project set­tings. Sim­i­lar to task set­tings— project descrip­tions, sta­tus­es, tags, dead­lines, cus­tom fields, etc. are avail­able (some set­tings are only acces­si­ble at the ​“Busi­ness” plan and above).

THE STRENGTH OF THE TEAM LIES IN UNDER­STAND­ING. Process­es often encounter spe­cif­ic prob­lems, such as unstruc­tured infor­ma­tion in one per­son­’s mind cre­at­ing a bot­tle­neck. The solu­tion is to doc­u­ment repeat­able process­es using:

Knowl­edge becomes col­lec­tive, allow­ing an expert to take a vaca­tion with peace of mind.

Mutu­al learn­ing is a dri­ve for growth. Learn­ing is part of work, not an addi­tion­al bur­den in free time. With estab­lished com­mu­ni­ca­tion, the issue of time track­ing remains, which timers, reports, and plan-fact in Work­sec­tion com­plete­ly resolve, free­ing up time for development.

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