Team Formation – How Big?

Submitted by mauzenne on Mon, 08/03/2009 - 04:04.
in

This cast describes how big to size a team when forming it.

We get asked all the time, what's the ideal size for a team to be? The simple answer is that there's no ideal size – it depends on a lot of factors. But, we realize that when we get asked, someone's probably got to form a team to accomplish something, and so our answer, though right, isn't initially helpful. The question probably ought to be, "how big should I make this team I'm forming ..."

If you've got to form a team, and are wondering how to do it, this cast starts our answer by giving guidance about how big it should be.


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MsSunshine's picture
Submitted by MsSunshine on Tue, 08/04/2009 - 17:07.

What do you do when you have no choice?

Any words of wisdom if your organization doesn't buy your argument that your team is too big?  I got the response from my boss that everyone is busy and I just need to work on priorities.  Her suggestion was to drop the one-on-ones to get more time!  I am trying to delegate more - like running my meetings, various initiatives that people are interested in, etc.  But sometimes I am told that I'm taking away from their getting other tasks done.  I also do the Outlook trick of scheduling time from emails and make sure to fit in my big balls first.  I'm focusing on feedback and delegation.  I'm also working on development plans and starting coaching.  But I just feel like there is so much I'm not even realizing I'm not thinking about.

FYI, I have a team of directs 14 in 4 geographies.  Note that this isn't including the 2 scrum masters and two product owners who interact with them continuously.  They work on 7 different software products.  With that many relationships there always seems to be a squabble going on.  I am working with some senior people on trying to step up and handle these in my absence.  But they are almost all high-C's and not excited about doing that!

My proposal to my boss was either to split into two groups or have a supervisor under me.  Maybe it's my selling of the proposal to my boss that's missing.  But most of the groups here are around 10.  So, mine is only a little bigger.  Most of the other managers are doing monthly one-on-ones, little feedback or coaching that I can see.  We've never had good training or examples, so they don't see it as missing.

 

louie's picture
Submitted by louie on Mon, 08/10/2009 - 16:37.

Suggestion for follow-up podcast: Team Leader Selection and DISC

I found the Team Formation podcast very enlightening.  Here's a suggestion for a related topic.

The importance of selecting the team leader was emphasized several times during the podcast.  Leaders can come from any of the four types in DISC, though the D's and I's are probably the most common.  What are the advantages/disadvantages of each of the DISC profiles as team leaders?  If you are a team leader and recognize yourself in one of the DISC types, what steps can you take to make the best use of your natural strengths and t alance out your natural shortcomings?

I think that this would make a fascinating, and probably entertaining, topic.

Thanks for considering.

Louie

gpgross's picture
Submitted by gpgross on Thu, 08/27/2009 - 18:22.

Organization

Mark,

In your recent podcast you suggest that an Army is more effective in designing and implementing an organization than a private enterprise. I concur. You also claim that an Army is more effective in terms of internal communication than a private company. My gut feeling is that you are right. I wonder if you could share specific examples of how they accomplish that, other than the already discussed "BLUF" method or the "Effective Writing for Army Leaders" Guide.

Thanks,

Gerhard