As part of business improvement for a certain team, I’ve edited and turned into an article an email I sent to that team’s leader.
Below is the email content.
Regarding team restructuring, I’ve listed what I’d like you (the leader) to do going forward, in order of priority.
I understand there are things you can and cannot do, but please review this.
Overview
- Since you're a supportive type of leader, I've written this based on the idea that you should secure your own time to catch up on work and reduce things you don't understand or can't do
- For tasks you can handle, even if you delegate them to other members, you can solve them yourself in the worst case, so I recommend this as a way to create time
- I'm also consciously delegating a lot to development members
Flow
- Let go of your own tasks
- You can follow up on what were originally your tasks
- Use the free time to catch up and study
- Be able to follow up on all team members' work
What I want you to do to become a supportive type of leader
Urgently hand over practical work to members
If you hold onto practical work, I think you can't create time, so let go of the tasks you were doing before since you should be able to follow up on them.
It's ideal to take leadership by following up when there are problems.
Use the free time to catch up on all team work
Forgive me for saying this, but you seem weak with numbers, so I'd like you to at least understand what's happening with the numbers you're handling.
Additionally, please understand the overview of the work content that team members are doing.
If there's anything about the team's work that you don't understand, please study it.
Participate in each work meeting within the team as much as time allows
Please basically participate in the beginning.
If you don’t observe each member’s practical movements, I think you won’t be able to write anything during evaluation interviews.
I don’t think people would be convinced being evaluated by someone who isn’t watching the members.
Finally, once you get used to it, reduce the frequency of meeting participation.
This is because if you only participate in meetings, you won’t be able to secure time for your own work.
Take on the troublesome coordination role with other teams
I think this is where supportive type leaders can demonstrate their strength.
Create an environment where team members can focus on their respective work.
That was the content I wrote in the email.
Finally
I hope this can be somewhat helpful to those who are worrying about "How should a leader be?"
That’s all from the Gemba.