Smaller is Better Sometimes
I am currently working with three leaders who are in the midst of restructuring in some way. Two of these leaders ended up with smaller senior teams. They went from a large span of control (10 or more team members) to a small but powerful team of 3 or 4.
I got to see one of those teams in action in the past few days. What I saw was a team that was nimble and able to make decisions quickly. There was deep trust within the team as some team members made decisions that the team supported without needing major detail. Discussions were strategic and remained on track without major diversions. There was an “evenness” to the quality of the input from the individual team members – there were no weak links in terms of talent.
The leader of this team turned to me yesterday and said the following. “It is easier to lead a smaller team.” Indeed it is. Simply, things happen much more quickly with a smaller number of people.
The trend lately has been to “delayer” organizations and expand spans of control as wide as 15 people. The lesson here for me is clear. One size does not fit all. Sometimes large spans of control make sense. They fit the leader’s style. They fit the organization’s needs. Sometimes they cost more in terms of strategic decision making than the payroll costs they save.
As another client said recently, “I added a layer of VPs. I added payroll costs but I increased the efficiency of the group and reduced the overall cost to the organization.” If you want to drive change, consider adding a layer sometimes.
Sandra Oliver - December 09, 2009
Filed under:
leadership,
business strategy,
teams,
leading in a downturn,
organizational effectiveness,
ceo
Sandra Oliver
Sandra Oliver Sandra Oliver is a leadership coach and consultant with more than 17 years experience in Corporate HR leadership roles. Her expertise includes change management and succession planning. Sandra is the founder of IMPACT Consulting Inc.
