When They Win, You Win Summary

"Managers hold the keys to employee engagement, work results, and business performance," Russ Laraway asserts. Are you ready to unlock your team's full potential?

1. The "Big 3" of Management

Effective management stems from three foundational behaviors: providing direction, offering coaching, and supporting careers. Combined, these actions form what Laraway calls the "Big 3."

Providing direction involves sharing clear expectations and priorities in both the short and long term. Without clarity, employees often feel lost or unmotivated in their roles. Complementing this is coaching, where managers give frequent feedback recognizing what employees do well while also addressing areas for improvement. This type of coaching creates an environment where improvement becomes constant. Rounding it out is career support, which goes beyond promotions to include understanding an employee’s aspirations and building plans to get them there.

When managers exhibit the Big 3 behaviors, they foster stronger team engagement. Studies show increased engagement directly correlates with higher productivity and profitability. Employees perform better when their goals are clear, their growth is supported, and their efforts are valued.

Examples

• A manager sets OKRs at the beginning of the quarter, ensuring alignment with the company vision.
• Regular one-on-one meetings provide an opportunity to offer feedback and recognize employee contributions.
• An employee expresses interest in leadership training, and the manager supports them by recommending relevant courses.

2. Purpose, Vision, and OKRs – The Trio That Guides Teams

Purpose, vision, and objectives fuel team alignment by creating a shared sense of direction and motivation. Each is a critical building block for advancing team goals efficiently.

Purpose answers why a team exists. It defines the team’s essence by identifying the problems it solves, which unites members under common values. Next is vision, which describes an ideal future the team works toward. This future-focused mindset inspires ambition while providing a clear target. Finally, OKRs (objectives and key results) act as the practical roadmap. Objectives articulate what teams aim to achieve while measurable key results ensure accountability and progress.

Combining all three amplifies team potential. Purpose rallies everyone around shared meaning, vision sharpens focus, and OKRs guide steady progress. Together, they act as a north star for individuals and groups alike.

Examples

• A customer support team adopts the purpose: "To empower seamless customer experiences."
• The team’s vision becomes reducing average resolution time to under two hours in two years.
• Quarterly OKRs include measurable tasks such as training in advanced problem-solving techniques.

3. Coaching That Drives Improvement

Coaching is at the heart of strong management. It ensures employees feel supported while fostering their professional growth through thoughtful feedback.

First, all coaching starts with balance. Managers should offer about five positive comments for every constructive critique to build morale and trust. Second, feedback should be delivered respectfully and promptly. Criticism should address behavior, not personality, and include curiosity-driven questions aimed at problem-solving. Finally, managers need to create a psychologically safe space where employees feel comfortable sharing ideas and accepting feedback.

The benefits of regular coaching are exponential. Employees repeat positive behaviors they know are valued, and they fix those that need adjustment. This ongoing process drives collective improvement over time.

Examples

• Recognizing an employee publicly for managing a difficult situation boosts team morale.
• Privately discussing a missed deadline focuses on work processes rather than personal failure.
• Inviting team ideas during a brainstorming session encourages engagement and trust.

4. Conducting Meaningful Career Conversations

Career discussions are often neglected but are essential for building employees’ long-term success. Managers can change this by holding intentional and structured conversations.

The first conversation, centered around life stories, uncovers what motivates employees. By asking about key decisions they’ve made, managers can identify core values that drive them. The second conversation hones in on career aspirations. Rather than vague answers, managers work to uncover clear, tangible dreams their employee wants to achieve. Lastly, the action plan provides a concrete path forward with skill-building and next-step planning.

These structured dialogues leave employees feeling understood and supported in their ambitions, leading to a stronger commitment to their work and organization.

Examples

• An employee shares they value problem-solving, prompting the manager to offer suitable project leadership opportunities.
• A developer reveals their long-term goal to become a CTO, which shapes their professional development plan.
• After identifying skill gaps, the manager recommends relevant certifications to help achieve the team member's vision.

5. Why Psychological Safety Is Key

Psychological safety – the idea that employees feel secure speaking up without fear – is the foundation of high-performing teams.

Teams thrive when members feel open to share ideas, even controversial ones. Managers play a vital role by encouraging open communication and avoiding overly critical reactions. Additionally, allowing emotional responses when giving or receiving feedback ensures authenticity rather than forced professionalism. The balance is creating a welcoming yet accountable atmosphere.

Without psychological safety, employees hold back input, compromising creativity and engagement. With it, they contribute more actively to team solutions and improvements.

Examples

• A team member feels confident proposing innovative changes to outdated processes.
• A manager remains patient when a critique leads to visible frustration in an employee.
• Group problem-solving flourishes because employees express concerns freely, knowing they won’t face retaliation.

6. Balancing Praise and Criticism

Great managers achieve a balance between affirmative feedback and constructive criticism, allowing improvement without demotivation.

Positive reinforcement energizes employees to sustain good performance, while constructive feedback helps fine-tune work quality. The key is maintaining sincerity in praise and respect in critique. Public compliments motivate team success, whereas one-on-one corrections keep trust intact.

Mastering this balance creates a culture of accountability paired with motivation. Employees know their value while being empowered to grow.

Examples

• Publicly praising a creative solution elevates team innovation.
• Privately discussing an underwhelming presentation encourages improvement without embarrassment.
• Balancing five affirmatives for every critique fosters confidence and reduces defensiveness.

7. Building Teams Around Purpose

Teams perform better when they rally around a shared belief in their work’s value. This starts with a well-defined purpose.

Purpose-led teams persist longer during challenges and celebrate wins more meaningfully. A collaborative approach where members shape the purpose ensures buy-in and cohesiveness. Managers should revisit and bond over this purpose regularly.

With purpose front and center, employees form stronger bonds with the team and the work they commit to achieving.

Examples

• A marketing team collaborating on the purpose: "To inspire solutions that transform industries."
• A manager consistently reminding their team how daily efforts contribute to broader company goals.
• Teams prioritizing purpose-oriented decision-making over isolated, results-driven metrics.

8. Feedback as a Two-Way Street

Managers cannot improve their leadership without feedback from employees. Regularly seeking reverse feedback strengthens relationships and enhances performance.

By inviting employees to share how management can improve, leaders demonstrate humility. Feedback can be gathered through surveys or honest one-on-ones, though managers must then act on these inputs for true trust-building.

This open loop of feedback creates better aligned teams where leadership evolves based on what the team truly values.

Examples

• A manager adjusting meeting lengths after team input about inefficiency.
• Encouraging employees to evaluate leadership styles during performance reviews.
• Regular anonymous team polls addressing managerial habits.

9. A Culture of CARES

Great managers CARE about their teams. Laraway uses the acronym CARES to outline their behaviors.

C stands for Candor, achieved through clear coaching. A represents Active prioritization of what matters most. R is for Responding to employee concerns consistently. E stresses Establishing mutual expectations for roles and results. Finally, S highlights Supporting employees’ aspirations for growth.

When managers CARE, teams thrive with engagement and purpose, which in turn fuels business success.

Examples

• Regular feedback addresses concerns promptly.
• A tailored growth plan aligns with employee aspirations.
• Setting realistic yet ambitious goals ensures collective focus.

Takeaways

1. Schedule structured one-on-one career conversations with your team to understand motivations and set clear goals.
2. Balance praise and criticism during feedback, keeping a 5:1 ratio, to both boost morale and encourage growth.
3. Collaboratively define and revisit your team’s purpose, vision, and OKRs to maintain alignment and motivation.