Could you be sabotaging your own effectiveness as a leader by not paying attention to your team size? Find out how your number of direct reports is potentially harmful to your leadership performance.
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Twenty years ago, the average CEO had an average of 5 direct reports. At present, that number is closer to 10. Has the work of a CEO become any easier? No. Businesses today are more closely scrutinized, operated and diverse than those from the eighties and the CEO's role has definitely broadened alongside it. Yet, senior executives and C-Suite professionals seem adamant on piling on their plates.
By having a large number of direct reports, these leaders may be stretching themselves thin. Instead, leaders should opt to periodically review their team composition, and be open to making personnel changes to meet the evolving business needs, individual requirements, etc. By having a dynamic team, leaders can ensure that they don't take on more than they can handle. However, before you start dropping people from your team like hot potato, here are two questions you should ask yourself.
1) Which phase of my career am I in?
I believe there are 3 phases - learning phase, steady phase and transition phase. The learning phase refers to the first 6 months where an individual is settling into his/her job. This is the phase where I would recommend leaders to have the most number of direct reports. Although it sounds counter intuitive, the more experience one has, the lesser number of direct reports that he/she should have.
In the learning phase, one is absorbing and understanding the agenda, team potential, strategic plan, etc. Therefore, it pays off to have several direct reports across various lines of businesses to deepen one's understanding and make the necessary changes. As one progresses onto the steady and transition phase, the number of direct reports should progressively decrease.
2) Are there other people I can hold accountable?
Instead of trying to tackle everything by yourself, consider handing over the reins to a trusted, and responsible member of your team. Consolidating the more established brands/projects/services under one high-potential team member will not only clear up your schedule, but also allow you to identify future leaders when it comes to your succession-planning.
