This was what my old boss had to deal with a couple years ago. With 18 direct reports, there simply wasn't enough time for 1:1s with everyone regularly, and he had some entry-level folks that really needed the weekly attention. He finally got management to fund the structure underneath him, divided the org into service groups, and added managers. It was a difficult transition for the people being moved into those groups. My advice: handle your transition sensitively, especially with people who have worked for you for a long time. It's hard not to perceive a move like that as a demotion, so be gentle and receptive, and involve them as much as you can in picking the new managers.
Good feedback. I've already brought it up with my team. So far, most of them appear to be fine with it, whereas two people seem very upset about it. I'm still trying to figure out how to handle them, but it really does have to happen. Frustrating for sure, but will definitely be as sensitive as I possibly can.
Comments
This was what my old boss had to deal with a couple years ago. With 18 direct reports, there simply wasn't enough time for 1:1s with everyone regularly, and he had some entry-level folks that really needed the weekly attention. He finally got management to fund the structure underneath him, divided the org into service groups, and added managers. It was a difficult transition for the people being moved into those groups. My advice: handle your transition sensitively, especially with people who have worked for you for a long time. It's hard not to perceive a move like that as a demotion, so be gentle and receptive, and involve them as much as you can in picking the new managers.
Good feedback. I've already brought it up with my team. So far, most of them appear to be fine with it, whereas two people seem very upset about it. I'm still trying to figure out how to handle them, but it really does have to happen. Frustrating for sure, but will definitely be as sensitive as I possibly can.