Lemon #102. How to create
While reading ‘CEOFlow’ from Aaron Ross, we learned about the the importance of creating self-managing systems with your employees. Aaron Ross says:
When a group grows past 8-10 people, it is easy to begin losing that intimate, small team feel. People start feeling lost in a crowd, or that they can hide.
When my sales team grew to 15 direct reports, well past my ability to give each person the amount of attention they deserved, I divided the team into three sub-teams of 5 people.
Each sub-team then selected their own «team lead», like a squad leader, who would best support them in their personal sales success.
These team leads were not managers but salespeople with extra responsibilities around ensuring their sub-team functioned smoothly. While I often didn’t have people on my team for more than 8 months, I would recommend you make team lead roles rotating positions, say every three-to-six months, so different people can develop and practice leadership skills.
Another way to create self-managing teams is spreading responsibilities across the team by creating functional leads: «Goal Setting Lead», «New Hires Lead», «Educational Lead», «Coaching System Lead», etc.. You can rotate these roles every few months.
Important: A functional lead doesn’t have to be the one doing all the work. They are only responsible for it getting done, whether or not they do it. For example, a «Sales Hiring Lead» could be responsible for organizing the hiring process and making sure the interviews get done, without actually doing any interviews themselves.
Aaron Ross @ CEOFlow.
Jorge Moreno
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