Newmeasures: Insights for an exceptional workforce
CATEGORIES: LEADING PEOPLE
Big Company, Small-Team Mindset: Leadership Lessons That Spark Engagement
For many, the reality of working in large organization means feeling unseen and underutilized or like a cog in a massive machine. Early in my career, I assumed this disconnect was just how work is. But after joining Newmeasures, a small, remotely run company, I learned that work can—and should—feel very different.
As part of our 14-person team, I’ve experienced what it means to be seen, heard, trusted, and empowered. And I’ve often wondered: How can leaders in large enterprises replicate this sense of ownership, connection, and engagement for their teams?
The good news? It is absolutely possible. In this post, I will share how we manage it at Newmeasures and provide tips for applying similar principles in a way that works for your team, regardless of the size of your organization.
1. Lead with Trust, Not Control
One of the most profound shifts leaders can make is to adopt a trusting mindset. At Newmeasures, we operate on the belief that we’ve hired the right people for the job, and we treat them like it. That means encouraging new teammates to lean into our organizational value of “own it and figure it out.” However, this does not negate the need for practical on-the-job training and raising important questions.
At Newmeasures, knowledge sharing and asking questions is highly encouraged. We leverage Slack to solicit insight and feedback from teammates and subject matter experts, with the collective understanding that they will reply when they are free. Our President, Lee Stroud, also openly encourages calling her personal phone number when complex issues arise.
In larger organizations, this translates to empowering managers and team leads to make decisions within their sphere of control. Equip them with the resources, clarity, and autonomy they need, and then step back. Trust fosters innovation and accountability far more effectively than micromanagement ever will.
Try this: Give teams the authority to make smaller, day-to-day decisions without needing approval chains. Establish clear lines of communication for higher-impact decisions. This bolsters confidence and provides opportunities to build leadership skills and bench strength.
2. Normalize Stretching Beyond Job Titles
In small organizations, people often wear multiple hats, not just out of necessity but also out of curiosity and a desire to grow. This practice, often called ‘job crafting,’ is a powerful tool that invites team members to stretch into new areas, apply their unique strengths, and shape their roles around both organizational needs and personal growth. It’s a practice that can inspire and motivate your team members, showing them that their potential is not limited by their job title.
At Newmeasures, we set aside the first 10 minutes of our weekly all-team meeting for “shoutouts.” This open time allows team members to highlight each other’s exceptional work over the past week. This practice serves many purposes: it uncovers unique “superpowers,” reinforces desired behaviors, and offers insight into work happening across the organization.
In large organizations, where roles are more rigid and status is often title-based, this kind of flexibility can be more difficult, but not impossible.
Try this: Create space for employees to propose stretch projects or shadow other departments. Celebrate cross-functional curiosity and recognize individual proclivities.
3. Make Listening a Two-Way Street
Psychological safety begins with feeling heard—and that doesn’t happen accidentally. At Newmeasures, our second core value, “care for people,” means that we intentionally create “listening moments” throughout the employee experience, from regular 1:1s with managers and senior leaders to open dialogue sessions where feedback flows in both directions.
At Newmeasures, we treat mistakes as an opportunity to learn, and no one is immune from making them, not even our President. Creating space for open and honest dialogue strengthens relationships and encourages continuous improvement.
This isn’t about leaders defending their choices or employees demanding change. It’s about co-creating a workplace that works for everyone.
Try this: Your people are your most important assets. Make time for them. Model vulnerability; leaders should share mistakes, too.
4. Build Transparency into the Culture
In small companies, you typically know the budget, the goals, and how your role ties into the bigger picture. That transparency builds buy-in and engagement.
At Newmeasures, we use a Vision Traction Organizer (VTO) and the RACI project management framework (responsible, accountable, consulted, and informed) to help keep everyone aligned and accountable to the same vision for the year. This document is shared in an open Dropbox folder that can be accessed by any team member at any time.
Large organizations can emulate this through consistent communication of strategy, shared goals, and progress updates.
Try this: Use weekly team meetings to connect day-to-day work to organizational outcomes. Relay quarterly updates and share strategic decisions openly, even when the answer is “we don’t know yet.” Invite questions and ideas from the team.
BONUS: Leverage Team Insights for Proactive Decision Making
Regular and intentional conversations with your team can also enhance business outcomes. A keen understanding of job-level challenges, workload capacity, and internal talent allows leaders to align business priorities and team resources proactively.
At Newmeasures, we track the time we spend on project tasks to evaluate delivery needs and track team bandwidth. This company-wide effort has helped leadership determine when to bring in contractors or new hires, especially during times of growth or strategic expansion. When paired with regular workload check-ins and a clear grasp of individual team member’s strengths, preferences, and goals, leaders can make smarter, more human-centered staffing choices. The result is a more agile, engaged team equipped to provide white-glove client service confidently.
Being part of a large organization doesn’t have to mean resigning to disconnection and disengagement. Your team’s experience depends not on the size of the org chart but on the mindset of its leaders.
Begin by leading with trust. Listen deeply. Lean into team member strengths. Share critical information. Invite conversation. And watch how a small-business mindset can transform even the largest teams and even your own personal work experience.
Jeanine Small
Implementation Specialist
Jeanine leverages her experience in business strategy and organizational psychology to support leaders in utilizing data and insights to drive action and foster positive work cultures. Connect with Jeanine at: Linkedin