A client recently took over a team at work. It wasn’t a new team. The organisation went through some restructuring, and his boss asked him to lead this restructured team.
Since this wasn’t a new team, they already have existing roles and responsibilities, along with some problems and baggage.
My client’s first action was to try and sort through the problems and figure out ways to resolve them. Several weeks later, he was still at it, and the problems don’t seem to be nearing resolution.
One thing he was trying to do was to redistribute the roles and responsibilities; uneven work-load was a major problem in the team. The reality, though, was that everyone thought their responsibilities are important, and it was difficult to prioritize and even decide who should now do what!
Have you just started leading a team?
It is tempting for new team leaders to jump into solving problems and getting things done. After all, who doesn’t want their team to perform well?
Yet by doing so, we risk making decisions that are either inconsequential or, worse, wrong!