Leading a Growing Team

Big Teams Versus Small Teams

Direct to Indirect Management

• Small teams allow for personal relationships and detailed involvement.
• Larger teams necessitate hiring or developing managers under you.
• Increased team size requires delegating decisions; you cannot micromanage but must empower others.

People Treat You Differently

• Authority can intimidate team members, leading them to withhold honest feedback.
• Countermeasures: Welcome dissent, own mistakes, use inclusive language, and directly ask for advice.

Context Switching All Day, Every Day

• Growing teams increase the number of simultaneous projects, requiring frequent context switching.
• Techniques to manage: Prepare for meetings, maintain robust note-taking, and find reflection time.

You Pick and Choose Your Battles

• Larger scopes of responsibility mean you'll always have outstanding tasks.
• Prioritize key issues and accept that you can't achieve perfection.

The Skills That Matter Become More and More People-Centric

• High-level management focuses on hiring leaders, building teams, setting visions, and communication.
• Domain expertise becomes less crucial than strong people management skills.

The Tightrope Act of Great Delegation

• Effective delegation balances being too hands-on (micromanaging) versus too hands-off (absentee managing).
• Understand the needs of each report and adjust involvement accordingly.

Giving People Big Problems Is a Sign of Trust

• Delegating complex problems demonstrates trust in your team members’ capabilities.
• Publicly acknowledge their ownership of problems, staying supportive and providing necessary guidance.

Two Heads, One Shared Vision

• Focus on shared priorities and alignment in thoughts on team building, purpose, and processes.
• Ensure reports understand and contribute to the team’s overarching goals.

What to Do When a Manager Struggles

• Balancing support with accountability is crucial.
• If a manager continually underperforms, consider whether they are the best fit long-term, even if you see potential.

Aim to Put Yourself Out of a Job

• Strive to delegate tasks you're currently handling so you can take on new challenges.
• Assess tasks based on importance to the organization and your unique capability to perform them.
• Delegating empowers your reports while enabling you to focus on higher-level priorities.

Important Functions That Should Not Be Delegated

• Identifying and communicating what matters.
• Hiring top talent.
• Resolving critical conflicts within the team or organization.

Conclusion

• Effective delegation and people-centric skills are key to managing a growing team.
• Continuously replacing yourself in your current tasks enables growth for both your team and yourself.