We will cover in this article something that is certainly current topic in most company: how to recognize when it is necessary to review tasks and roles within a team.
Over time, by its very nature, every company faces changes that may be sudden in their development but often limited in scope. “Limited and frequent landslides” happen and in the current competitive environment is certainly something that deserves to be managed as more and more often we will find ourselves having to face large changes in both the scope and the speed of execution required.
As a manager, we are required that on the one hand we act as promoters of change (and sometimes that we react to it) but at the same time, that you are equipped to handle it. Change is an opportunity but the worst thing you can do is not to adapt to it. Remember: your team is not immutable, but as a good manager you must always be able to put on field the best team. And don’t be afraid to make changes: fine tuning is part of this exercise.
So how to recognize the signs and events that must lead us to critically analyze and modify our team?
A) The difficult case of refocusing on goals: our people, like everybody (manager or not), need to know where they are going and why they do things, staying in the dark implies a lower performance and, especially with scarce resources, is particularly deleterious. How to change the team when facing new and different objectives or when the previous ones have gone out of sight during the journey?
B) A new sheriff in town: the team has a new manager. Remember that the role of managing resources at any level involves the honor but also the burden of “being there”. People need to see their manager as a guide and must be a present one. If the manager changes, the team that previously worked does not necessarily have to remain the same way way: different styles, different configurations.
C) When uncertainty rules. If the team does not have clear roles, which often leads to doubts about “who does what”, incomplete activities or, even worse, overlaps and conflicts. In each sport team the coach decides the best roles to play the game; the manager is required to act the same way. It’s very rare that the team cannot self-determine the roles, it’s up to you, the manager, to read the situation, listen to the needs and decide.
D) If the staff feels underestimated and the performance decreases drastically. The earlier the trend is corrected, the easier it is to recover. Sometimes a few changes in the team structure are enough to revitalize people and results.
E) If “offline” chatter flourishes in the team. Everything has its place, including speaking with colleagues and part of the discussion in offline mode is absolutely normal; it becomes pathological when it crosses the threshold where it becomes the only mode of discussion.
F) If the team is in the process of or at the end of major changes. In this case the team must be constantly analyzed in order to continuously adapt and support the new balance
G) The team works in isolation. The work like this is not only ineffective but allows you very limited modes of operation. It is up to you with careful changes of roles, people, processes and with your guidance and leadership to break down the wall(s)
Many of these situations are present in a way or another in every organization and intercepting them (and acting on) on time makes the difference between an high performing team and a normal one.
