The connection between change & emotions

This week Mattias was wearing his "HR hat" a lot and had many interviews with potential talents who might join iGoMoon soon. iGoMoon actually signed a new HubSpot developer this week who will be joining the moonshot journey in about two weeks. It also looks very promising with another HubSpot developer who might sign in the course of next week.

Removing yourself as the bottleneck

Mattias also talks about how he became the bottleneck in his role as the only account manager two years ago. Because of that he obviously has a heritage of many customers who are connected to him. He is now transferring these customers over to his colleagues Henrik and Dennis from the sales team so that they get all the attention that they need. He prepared some documents with all necessary information about the customers and is preparing some onboarding for Henrik and Dennis.

Growing the company

Another thing Mattias was working on this week was the org chart he created together with Anton, iGoMoon's CFO. iGoMoon's next goal is to grow the company to 30-40 employees in 2024. In order to prepare for that, they needed to sort out which roles they would need to fill and how the different teams would be structured. They also needed to figure out when to best fill each new role and connect a budget to that as well.

Change affects emotions

Mattias also shares his thoughts on how change and emotions are connected. When transforming a company there automatically will be changes. These changes can trigger all kinds of emotions - good and bad. An important part of a leader is to lead your people through that change with their emotions. One example of the current transformation iGoMoon is going through, are the stand-ups the team does every morning. Before Corona, when everyone was still physically at the office, they actually used whiteboards and Trello boards in those stand-ups. However, when the workplace became remote, they started using resources they usually wouldn't use in those stand-up meetings, such as reporting tools in the form of spreadsheets that represented all the numbers and hours needed to achieve the budget.

Shifting back to creativity

The focus shifted from what value the team could create today to hours and numbers. The result was that the stand-ups transformed from being creative and fun meetings where the team was embracing ownership and self-leadership to a controlling and reporting meeting. People started to become more pressured and stressed because of that. Mattias listened in to the emotions of his team and is now working on reversing that focus shift back to more fun and creative stand-ups, where his team will experience positive feelings again.

Listen to your employees and make sure they can feel creative.

How do you approach change and emotions in your team?

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