Andy Grove's Task Relevant Maturity (TRM) framework is one of the most important tools for a manager to improve or turnaround performance outputs from a team. It is based on the idea that a manager's leadership style should be flexible and adapt based on an employee's maturity level concerning a specific task.

Generally, the 1st 90 days for a manager is for assessing the maturity level of each employee, along with diving into the product(s), industry and the company.

As per Andy's framework, there are 4 levels of the framework concerning the maturity of a person to a specific task. The same individual might likely have a different maturity for a different task. Hence, its crucial for the manager to have a mental map & internal assessment where each member of the team fits.

Task Relevant Maturity (TRM) Framework:

  1. Low Maturity (M1): The team member has little to no experience with the specific task.
  • Managerial Style: Structured and Directive.
  • Actions:
a. Onboarding: Introduce them to product tools, software, and methodologies used.
b. Clear Instructions: Break down tasks into step-by-step actions.
c. Regular Check-ins: Daily stand-ups or check-ins to monitor progress.
d. Provide Resources: Books, courses, or workshops tailored for beginners in product management or design.

2. Medium-Low Maturity (M2): The team member has some experience but might still be unsure of their abilities in the task.

  • Managerial Style: Coaching.
  • Actions:
a. In-depth Training: Engage them in advanced workshops or seminars related to their role.
b. Feedback Sessions: Weekly one-on-ones to discuss what went well and where they can improve.
c. Pairing: Team them up with a more experienced member for certain tasks.
d. Encourage Questions: Let them know it's okay to ask when in doubt.

3. Medium-High Maturity (M3): The team member is experienced but may lack confidence in their capabilities to perform without supervision.

  • Managerial Style: Supporting.
  • Actions:
a. Delegate More Complex Tasks: Give them ownership of more integral parts of the product.
b. Less Frequent Monitoring: Reduce the number of check-ins but be available for guidance.
c. Peer Reviews: Encourage them to have their work reviewed by peers before finalisation.
d. Confidence Building: Recognise and praise their achievements in team meetings.

4. High Maturity (M4): The team member is experienced and confident in the specific task.

  • Managerial Style: Delegation.
  • Actions:
a. Full Delegation: Allow them to handle entire projects or product segments.
b. Strategic Involvement: Involve them in high-level product strategy discussions.
c. Mentorship Role: Encourage them to mentor junior team members.
d. Continuous Learning: Even experts have room to grow. Offer them advanced courses or conferences to stay updated.

Ultimately, for managers, the buck stops at you.

Even for high maturity member-tasks, have a hands-off but eyes-on approach to vetting crucial team tasks.