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My manager has ~14 reports. We're all on different projects every quarter and my manager knows nearly nothing about any individual project. I see arguments for
by NAHWheatCracker 4y ago
My manager has ~14 reports. We're all on different projects every quarter and my manager knows nearly nothing about any individual project.
I see arguments for essentially the same problems from the article:
- Managers aren't reliant on the feedback or success of individual reports. >80% of people will always give positive feedback.
- Managers don't give feedback or help resolve problems. It's effort on their part with no upside.
- We're all still isolated because there is no consistent team.
- No one has context. Managers can't understand 10+ projects.
- scarface74 4y agoI work in the cloud consulting department at BigTech. We have the same structure. But we don’t have that problem. It’s up to us to be able to describe a project, create documentation and artifacts, seek customer feedback, etc and prepare a “promo document”. I approach each 1 on 1 like a miniature interview where I describe my projects in STAR format. I solve problems by working with my project managers. But mostly, I can deal with the customer myself when it comes to tactical issues.
- elliottcarlson 4y agoThere is a sweet spot of amount of reports, where a manager is able to handle the projects and the performance of the individuals -- once you hit the 8 people mark, you should be looking in to splitting the team up - the manager could delegate and mentor a jr manager to take on a part of the team, etc. But 14 is too much.