Integrations manager, technical lead, technical project manager, this role goes by many names. It’s a position I’ve held ¹ for years.

One of the ways we do it slightly differently is that we approach integration management in a way that breaks from the typical corporate, top-down style.

Traditional, hierarchical methods often suggest one of two paths:

• Appease everyone: Soothe all stakeholders, go along with their demands, and hope that everything falls into place.
• Assert strict authority: Take charge, dictate tasks, and remind everyone who’s boss.

I’ve found neither approach sustainable, especially when dealing with numerous teams, vendors on fixed price contracts, and strong willed personalities who each have their own “hill to die on.”

In the short term, shouting loudly may yield results, but it ultimately leaves you (and everyone else) burned out.

Think Like an Accountant

The most effective long-term strategy I’ve discovered is to act more like an accountant. Let me explain:

Accountants have authority, but not their own

A good accountant commands respect, not because they threaten or bully, but because everyone recognises they’re there to help and protect the business.

You wouldn’t lie to them or ignore them because their effort will genuinely help you.

They Serve a Larger Purpose

Despite their authority, accountants are effectively servants to the organisation’s financial well-being. They clean up receipts, balance books, and ensure everything is in order. They facepalm when you make mistakes, but they roll up their sleeves and fix them anyway.

They Don’t Fight Every Battle

Accountants know how to focus on what matters: ensuring the right information gets to the right place. An Integration Manager who works the same way, helping teams overcome hurdles rather than forcing them to comply, earns trust and cooperation.

How This Approach Applies to Integration Management

Stay Neutral Yet Helpful

When you position yourself as a neutral servant to each team’s delivery, they’re more likely to talk with you, because they know you’re here to make their lives easier. You’re not there to push your own agenda; you’re the facilitator who ensures all the pieces fit together.

Build Trust, Not Resentment

If you rely on top down pressure, you might get short term compliance but not genuine collaboration. Teams will hide mistakes or resist input. If you build trust by showing you can clean up issues (like an accountant with a messy ledger), they’ll be more willing to keep you in the loop.

Give Credit

One of the worst mistakes you can make as an Integration Manager is to claim other people success for yourself. Pass credit to the teams that do the groundwork. Acknowledge their efforts publicly, and you’ll gain their respect. Ironically, you’ll also earn more recognition in the long run for not being a jerk.

Maintain Your Sanity

Shouting at a dozen people all day is draining. Acting as the calm, reliable, and solutions orientated go-between can save your energy and keep your morale high, even in the face of challenging projects and clashing personalities.

Final Thoughts

Being an Integration Manager is a balancing act. You need to keep multiple teams on track, handle tricky vendor relationships, and ensure tight deadlines are met, all while respecting everyone’s unique perspectives. Traditional authority structures might push you toward either being overly accommodating or overly authoritarian.

In my experience, the sweet spot is to adopt the stance of a dependable accountant: neutral, solutions focused, and committed to serving the collective goal. You’ll stand on firmer ground, earn respect, and create a healthier environment for everyone involved. And most importantly, you’ll be more effective, without burning yourself out.

1. and that many of my colleagues at LDC Via have also held[↩]

Booking a meeting might sound like a no brainer, but surprisingly its done poorly more often than its done well.

Below are some straightforward tips for booking meetings in a respectful, efficient way that values everyone’s time.

Use the Scheduler

Nearly all modern email and calendar systems offer built in scheduling or “find a time” features. Instead of throwing a dart at your own calendar and hoping others are free, use these tools to see when your invitees are available.

If you’re dealing with external people, a quick email request for free time slots will simplify the process.

If You Must Overlap Another Meeting, Acknowledge It

Sometimes there’s no perfect option and you have to book a meeting that conflicts with someone else’s schedule. If that happens:

• Apologize in the invite or body of the email.
• Explain briefly why your meeting takes priority or is time-sensitive.
• This shows you respect their time, even if circumstances force you to overbook.

Attach All Relevant Documents to the Invite

If attendees need to see a spreadsheet, review a proposal, or refer to any document:

• Include it in the meeting invitation itself.
• Update the invite (and the attachment or link) if anything changes.
• Don’t hide vital info in random emails or chat threads—people will miss it or lose track.

Give a Brief Outline of the Meeting’s Purpose

Nobody likes a cryptic invite with no context. Include a short summary explaining:

• Why the meeting is happening.
• What you hope to accomplish.
• Who needs to be there (and why).

This helps attendees see the value in joining and prepares them to participate meaningfully.

Steer Clear of “Ambush” Meetings

Inviting someone just to corner or blame them in front of others is a surefire way to breed resentment. It also makes people dread your future invites.

Always keep meetings constructive and solution oriented, rather than using them for public scolding.

Confirm Attendance from Key Players

Every so often, a meeting’s success hinges on one or two extremely busy people. If that’s the case:

• Reach out individually to ensure they can (and will) attend.
• If they can’t make it, adjust the time if possible.
• It’s far easier to coordinate in advance than to reschedule when your crucial person is missing.

Wrapping Up

Being thoughtful about booking a meeting can save everyone a ton of frustration. Respecting others’ commitments and clearly stating your intentions, people will actually turn up to your calls rather than just ignoring them

Let’s face it: corporate mental health initiatives can sometimes feel like lip service. Much like big companies suddenly sporting rainbow logo’s during Pride Week, these efforts often come across as more public relations than genuine support.

So I want to share a few insights on what I have found truly makes a difference when it comes to supporting your team’s mental well-being. ¹.

Be their Bastion, be their Shield

A lot of anxiety at work comes from feeling under constant threat: stress, fear of failure, or uncertainty about job security. One of the biggest ways you can help is by letting your team know you have their backs, that no one is about to be thrown under the bus as a “sacrificial lamb” when something goes wrong.

The reassurance that mistakes or setbacks won’t lead to immediate punishment is a powerful stress reliever. It gives people the mental space to recover, learn, and even grow from challenges rather than spiralling into worse mental health issues.

This is the most important hint here, but just screw it up once and you have ruined it; never throw your team under a bus for personal advantage.

Acknowledge the Fear of Stumbling

Many high-performing teams talk about the “fear of stumbling”, the worry that showing any weakness will get you sidelined or quietly replaced. This mindset pushes people to hide their struggles until they completely burn out.

Your role as a manager is to let your team know that if they do stumble, it’s not the end of the line. Yes, there are still formal processes to follow (like company leave policies), but make it clear that stumbling doesn’t mean they lose their place on the team.

In fact, going through mental health challenges can make someone stronger in the long run. Welcome them back when they’re ready, and help them get back up to speed without penalising them for being human.

Be Transparent (But Kind)

When someone on your team is dealing with mental health issues, honesty is crucial. Telling someone, “Take as much time off as you want; it doesn’t matter!” can feel disingenuous because, of course, project timelines and responsibilities still exist.

People know that behind the supportive smile, plans are being made to keep things moving or to reassign tasks if necessary.

So, be direct about it. Explain how the team will manage while they’re out, and show them you’re prepared to keep the project going without making them feel guilty or abandoned. Emphasise that they are still valued and that you look forward to their return whenever they’re ready.

This balance of honesty and empathy helps them trust you and the company, instead of worrying they’re a burden or assuming the worst.

Reassure Them There’s a Place When They’re Back

Finally, make it crystal clear that once they’ve taken time to address their mental health, they will be welcomed back with open arms. This is key.

People recovering from mental health challenges often worry they won’t be seen as capable anymore, that their peers or managers will view them as “less than.” Spell out that this is not the case: you want them back, and you’ll support them in catching up. That sense of security and belonging is one of the best ways to foster a mentally healthy workplace.

The Bottom Line

Real support goes beyond checkboxes and slogans. It’s about creating an environment where people feel safe to stumble, recover, and so they can learn and grow without being cast aside.

It’s about honest conversations, clear plans, and a genuine understanding that mental health isn’t a liability—it’s part of being human. As a manager, you have the power to set that tone. Use it wisely.

1. This is based on practical experience rather than any qualification[↩]

Humans all work differently. Some of us require more sleep than others, and many of us are more productive at specific times of the day. It’s simply how we’re wired.

Despite this natural diversity, the modern work culture often follows a rigid schedule, such as the traditional 9-to-5 or even the extended 8-to-6 professional workday.

The challenge in today’s world lies in aligning your personal peak productivity hours with the demands of your clients or employers.

Discovering Your Peak Hours

If you’ve identified a particularly productive window in your day, for instance, my own tends to be between 4:30 PM and 7:30 PM, it’s crucial to protect that time. Allocate it to meaningful work within your personal schedule.

Avoid wasting it on unproductive meetings or tasks that don’t require your peak focus. With a bit of observation over the years, you’ll notice when these times occur naturally, and you can plan accordingly to maximise how much you really get done.

Leveraging Flexible Work Arrangements

Good managers and colleagues often recognise that people’s productivity varies throughout the day and make accommodations accordingly. Make sure you are part of this and help people become aware of it.

For example, they might say, “Maurine always sends the finance reports right after lunch, so I just leave her to it.” This kind of observation has become even more relevant with the rise of remote work during the pandemic and the increasingly 24 7 nature of corporate life.

By guarding yours and your team’s most effective hours, you’re not only doing yourself a favour but also helping your team achieve better results. It’s a win win situation.

A Broader Perspective on Productivity

An important aspect of personal effective working is also understanding the global nature of today’s workforce. For instance, a recent Diwali holiday highlighted this for me.

Diwali, much like Christmas or Ramadan, is a significant occasion that deserves respect. Yet, some people only perceive it through a narrow lens, thinking, “I won’t get what I need from India today.”

Such attitudes reveal a lack of broader thinking. Encouraging colleagues to appreciate these global nuances fosters not just better relationships but also a more effective and respectful working environment.

Final Thoughts

Understanding your personal peak productivity times is essential to thriving in today’s demanding world. Aligning your schedule to get the most of these hours while staying aware of cultural differences can elevate both your efficiency and your workplace relationships.
It’s about the old phrase of working smarter, not harder, and fostering a work culture that values individuality and respect, meaning that people want to work better together.

Have you ever noticed how some people thrive on frequent praise while others are content with occasional validation? This dynamic, which I call the “praise cycle” (or the “worth cycle” as it’s more correctly known), plays a crucial role in how individuals perceive their value and stay motivated in their work.

As a team leader , manager, or project manager, you really should know about this kind of stuff, so let’s talk about it:

What is the Praise/Worth Cycle?

The praise cycle refers to the frequency and form of validation a person needs to feel valued and motivated. For some, this could mean verbal affirmations, while for others, it’s tangible rewards like paychecks or promotions.

Understanding your own praise cycle, as well as those of your colleagues, can significantly impact workplace dynamics and personal satisfaction.

Think of it like telling your partner, “I love you.” They might already know it, but the act of verbalising it reinforces the bond. Similarly, in a workplace, individuals need their efforts acknowledged to varying degrees and in different ways.

The Spectrum of Praise Needs

The need for validation varies widely among individuals:

High-Need Individuals:

These individuals require frequent feedback. They may benefit from daily check ins or regular affirmations that their work is valued.

Example: A team member who thrives on being told they’re doing an excellent job during daily status calls.

Low-Need Individuals:

Some people are content with minimal feedback, such as an annual review or a steady paycheck. Example: A contractor who sees payment for their invoice as sufficient validation of their efforts.

Praise Cycles in Action

The praise cycle can vary not only in timing but also in source. Validation can come from peers, subordinates, or superiors, and it’s essential to recognise these dynamics:

Daily Feedback:

Individuals with a daily praise cycle may be perceived as needy, but accommodating their needs can improve productivity and morale.
In a cold hearted way this requires assessing whether the effort of providing constant feedback is outweighed by the value they bring to the team.

Monthly Feedback:

Contractors and salespeople often operate on a monthly cycle, where the payment of invoices or commission checks serves as validation. For these individuals, tangible results matter more than verbal praise.

Annual Feedback:

Long-term employees often rely on annual performance reviews or promotions to validate their contributions. While these reviews are a common corporate practice, they may lack the immediacy some individuals need to feel appreciated.

Long-Term Validation:

Visionaries and dreamers may measure their worth by progress toward ambitious goals, such as climbing the corporate ladder or achieving a significant personal milestone.

Types of Validation

Validation can take many forms, including:

Verbal Praise:

Positive affirmations like “You’ve done a great job this week” or “We couldn’t do this without you.”
Though sometimes dismissed as sycophantic, this form of feedback can be crucial for some individuals’ morale.

Organisational Recognition:

Titles, promotions, or increased responsibility can signify worth to some people. While they might seem superficial to others, these accolades often hold deep meaning for the recipient.

Tangible Rewards:

Pay raises, bonuses, or perks like company cars or extra vacation days provide concrete validation, and while sometimes dismissed with a “you are only in it for the money” if that is how a person judges their worth, then that is what you will need to provide to get the best from them.

Managing the Praise/Worth Cycle

To effectively navigate the praise cycle in yourself and others:

Understand Your Own Cycle:

Reflect on what motivates you. Is it verbal affirmation, tangible rewards, or career progression?

Be aware of how others might influence your perception of self-worth.

Adapt to Others’ Cycles:

As a leader or colleague, recognising the praise cycles of your team can help you build stronger relationships and work together better.
For example, a manager’s validation may come from their team’s praise, while team members might need daily or weekly encouragement.

Final Thoughts

Understanding the praise or worth cycle is not just about providing validation but also about building a culture where individuals feel valued and motivated.
While this might seem like a simple observational concept, its implications can profoundly impact workplace dynamics, personal growth, and overall satisfaction.
By recognising and respecting these cycles, you can create environments where everyone’s contributions are acknowledged in ways that actually really matter to them, whether through daily praise, tangible rewards, or long-term goals.

Ultimately, this awareness makes us better colleagues, leaders, and fellow humans.