A movement to delayer organizationsand to reduce the number of managers is sweeping across the U.S.
Companies large and small, and in nearly every sector, are caught up in the trend. Board directors, investors, and management teams now view fewer managers and leaders as a sign of nimbleness and strength.
The ratio of managers to team members has increased dramatically in just a couple of years, with managers in many organizations asked to oversee as many as 15-20 direct reports.
Not surprisingly, these managers report being overwhelmed. And less than half of their team members now say they know what is expected of them.
The idea that the role of leaders and managers is to set goals, motivate team members, and develop their skills and talents is being thrown out the door.
With an ever-expanding number of direct reports, leaders no longer have the time to coach, guide, nurture, nudge, and mentor team members. They can’t build the kind of trust or provide the sense of purpose that is essential for talent retention.
Because they are no longer on top of what team members are doing, problems that arise can catch leaders by surprise and are often beyond repair. Without the time and capacity to keep people on track, those team members who find it difficult to work independently often flounder.
What a mess.
Having self-directed team members sounds like a good idea until a lack of alignment, feedback, and accountability becomes an issue. Then the wheels fall off and the team takes a productivity nosedive.
This lunacy won’t last, but before organizations come to their senses, leaders and managers must figure out a way to cope. Here are some strategies to consider on the short term:
Good leaders meet with team members once a week to calibrate priorities, explore issues, and discuss roadblocks. When the number of direct reports makes this impossible, good leaders often stagger their one-on-ones so that everyone gets the oversight they need every other week.
Instituting “office hours” where team members can rely on a set time to bring issues to the forefront and receive the guidance they need is another strategy worth considering. Blocking a half-day each week and allowing team members to sign up or show up for a discussion with the leader can help alleviate any backlog of issues and concerns.
Creating a buddy system, where team members partner with a colleague and meet to discuss issues and tactics, can’t replace a leader’s guidance, but it can help. Accountability partners can be particularly useful to keep people on task.
Simply blocking an extra hour after team meetings and virtual calls to single out team members who might need a nudge or a pep talk is an efficient way to introduce more connectivity. These surgical conversations can clip an issue before it becomes a bigger problem.
While none of these strategies is ideal, each one offers some help to offset the time constraints leaders face who are saddled with too many direct reports.
How leaders spend their time defines their leadership. Making the time for those you lead is the highest calling and always will be.
