When the marketing team members reached to 8 a few years ago, I knew I won’t be able to give all the direct reports the right amount of guidance and attention, therefore restructured the team to 3 sub teams, and I only needed to work directly with 3 team leaders.
It wasn’t easy when you had to let go knowing details of some projects and even knowing some people as much as you want to.
Some lessons I have learnt:
- Arrange team leader meeting regularly (can be weekly) to align team goals and priorities, facilitate communication between sub teams, and improve work efficiency.
- Arrange regular (can be monthly) big team meeting to align marketing calendar and overall plan, encourage sharing and team bonding.
- Arrange regular (can be monthly or bi-monthly) one on one session with team members including indirect reports, for in-depth and personalised conversations. Topics can be around career development, personal growth and performance, etc.
- Be very attentive and curious during the meeting, always show your gratitude (not just generalised thanks but with specific reasons and examples) and remember to share great news.
- Do not cancel above meetings unless there’re very good reasons.
- Trust the direct report and empower them.
- Embrace direct communication with indirect reports, but don’t bypass in management. Be very careful if you want to give direction/instruction to them directly, it’s the best if it’s done through their line manager. If you have to skip the chain of command, inform your direct report ASAP and explain the reasons behind.
- Deliver what you have promised to the team. If you cannot deliver, don’t make promise.