When You're Stretched Too Thin as a Manager

 

 

 

 

 

Do you manage too many people? The more direct reports you have, the harder it is to give each of them individualized support and attention. Here’s how to create systems and processes to help you manage more effectively and make sure everyone feels supported.

First, delegate decision-making responsibilities. Trying to handle everything on your own can slow things down and cause bottlenecks. Instead, empower your team to have agency and autonomy over lower-stakes decisions while you focus on the big-picture, high-level strategy.

Then, leverage the power of groups. Individual autonomy is critical, but it’s not enough on its own. Teams need a culture that encourages everyone to hold each other accountable, give feedback, and learn from each other.

Next, get out of the way. Effective delegation comes down to trust. Once you establish your team’s autonomy, resist the urge to meddle or micromanage.

Finally, be proactive about connecting one-on-one. If you come across as too busy for your employees, you risk making them feel as if they don’t matter. Small check-ins can go a long way.

The more direct reports you have, the harder it is to give each of them personal attention. Yes, you’re stretched thin and you’ve got a lot on your plate, but when you come across as too busy for your employees, you make them feel as if they don’t matter. So...more

When you manage a large team, it’s easy to feel as though you spend more time wrangling people than guiding them. Providing personal attention and making sure everyone takes responsibility can be tough, especially when there are so many moving parts. So, how can you put in place systems and processes that help you manage more effectively? How can you make sure everyone feels supported? And, what’s the best way to create an environment where everyone takes initiative and ownership of their work — even when you’re not in the room?

What the Experts Say

To be clear: There’s no magic, one-size-fits-all number of direct reports. It depends on the work you’re doing, the people on your team, and your career stage. The trouble is, it can be hard to tell when you’ve reached your capacity. Every leader has a “breaking point,” where the number of direct reports becomes unmanageable, says Vishal Gupta, a professor of management at University of Alabama’s Culverhouse College of Business. “You’re pulled in a million different directions and always worried that you’re going to miss something,” he says.

It’s a relatively common problem, according to Tiffany McDowell, principal in the people advisory services division at Ernst & Young and the author of Strategies for Organizational Design. “More often than not, managers inherit their teams, and they’re left to try to make do with what they have,” she says. But while the challenges of leading a large team are real, there are also positives. “When you have a wide range of direct reports, you’re not going to be able to micromanage or get in the weeds,” she says. Instead, you must become a “true people manager” and learn to trust your team members to give them agency and autonomy, “which is a strong driver of engagement and productivity.” Here’s how to do that.

Delegate decision-making

One of the biggest challenges of managing a large team is keeping up with the number of decisions and trade-offs that need to be made, says Gupta. Trying to handle them all on your own can slow everything down and cause a bottleneck. That’s why you need to “give your team members as much decision-making autonomy as possible,” according to McDowell. The key, she says, is to keep the high-stakes decisions for yourself and delegate the rest. You should still guide and advise your team members. But giving them the latitude to make their own decisions will not only increase their productivity, but it will also help them develop new skills. And you’ll be able to focus on big-picture, high-level strategy, instead of being bogged down in routine problems. “It’s one of the most freeing things you can do” as a leader.

Leverage the power of groups

Individual autonomy is critical, but it’s not enough on its own. Teams need a culture that encourages everyone to hold each other accountable and learn from one another. “Be intentional about asking people to collaborate,” says McDowell. “Have your people form teams with specific goals, give them the clarity and freedom to accomplish these goals, and amazing things can happen even without you there.” Say, for instance, you manage a marketing team of 30 and your job is to oversee the content they produce. Rather than reviewing every piece individually, you can create a system of peer review, where senior team members critique the work of junior members, and everyone gives each other feedback. Your goal is to “push decision-making into the group as opposed to having all decisions flow up to you.”

Then, get out of the way

Trust is a crucial part of the equation, says McDowell. Without it, you can delegate as much as you want, but it won’t result in the outcomes you’re looking for. “If you give people autonomy, and then swoop in and take over, they are going to learn helplessness,” she says. It’s also a recipe for frustration for both parties. Your team members will resent your meddling and “you’ll be left wondering why no one is taking ownership and accountability.”

You need to accept that your reports might make mistakes as they learn. Gupta recommends starting each day with a short team meeting so you can get updates and offer guidance. Ask your team members about the challenges they’re dealing with and how you can support them. Your job is, “to listen and respond, not to pontificate,” he says.

Manage up and down

Another difficulty of leading a large team is balancing your own professional needs with those of your team. You have to manage upwards — to provide the right level of detail to your boss to ensure you and your team members receive the recognition you deserve — while also coaching your employees and providing feedback on their performance, says McDowell. It’s a balancing act. She advises taking a Goldilocks approach. If the issues that consume your day are too small, you’re being too tactical and are likely interfering. If they’re too big, you’re not connected to what’s occurring on the front line. “But when they’re just right you’ll have a pulse for what’s happening on the ground and you’re able to spend time on longer term strategic priorities and on mentoring your teams.”

Be mindful of your tone and persona — especially when it comes to how you interact with your team, says Gupta. “A lot of bosses are good at managing up but not managing down,” he says. “You don’t have to be selfless, but if your direct reports sense you care more about your own advancement that’s going to hurt you in the long run.”

Connect and offer support

The more direct reports you have, the harder it is to give each of them personal attention. Yes, you’re stretched thin and you’ve got a lot on your plate, but when you come across as too busy for your employees, you make them feel as if they don’t matter. “If your subordinates think you’re too busy for them, you’ll lose your grip and your ability to lead,” says Gupta. Instead, “you want them to feel that you have time and energy for them and that you have their back.”

When you’re one-on-one with team members, give them your full attention. Put away your phone and ignore your notifications, so you can be fully present. Celebrate their victories and successes. “Let them know they’re valued,” he says. McDowell recommends seeking out development opportunities for people on your team who want to move ahead. In particular, look for two-for-one opportunities that both help them grow and free up some of your time. “You’ll get work done that’s important to the organization and create visibilty for your up and comers.”

Think twice before asking for fewer reports

When you’re feeling stressed or overwhelmed, it’s tempting to ask for fewer direct reports, but it’s important to think through the potential risks of making that request. “It could send the wrong message to management,” says Gupta. You might be seen as wanting to step back from your responsibilities or as incapable of shouldering them, which could have unintended consequences for your career trajectory, he says. However, if you can demonstrate that the size of your team is too big for the kind of work you’re doing or that it poses risks to the organization — for instance, a nurse with dozens of direct reports — you should “feel empowered to escalate” the issue, says McDowell. “Articulate what the challenge is, why change is needed, and offer solutions.”

Principles to Remember

Do:

Give your team members as much decision-making autonomy as possible. They develop skills and initiative, and you get time to focus on the big picture.

Leverage the power of groups. Teams need a culture that encourages everyone to hold each other accountable as well as where people learn from one another.

Be mindful of your interactions with your team; if your direct reports sense you care more about your own advancement, it will undermine your leadership.

Don’t

Micromanage — it sabotages people’s motivation. Instead, offer guidance and support when your team members ask for it.

Act too busy for your employees — it’s alienating. Instead, be present and engaged with your team members and offer your support.

Be too quick to ask for fewer direct reports. It could send the wrong message about your commitment to your role, and it might impact your career.

Check out three related posts: 

Click here to read Keys To Empowering Instead of Micromanaging Your Team

Click here to read How to Harness the Power of Delegation for High Performing Teams

Click here to read How to Prioritize When Everything Feels Important

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

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