One of the (many) things that many teams and organisation want is more structure, or redesigning their processes.
For simplified writing sake, I will just use the word structure. But it refer to systems, structures and processes.
More structure to improve workflow, communication, organising.. you name it.
The fact is, we do not lack options.
And the aim of these structures and processes? To increase effectiveness and efficiencies.
But without first addressing what is actually hindering that, more of these may just create more resentment and resignation. People do it for the sake of doing it.
Key Sections
- Why “good” structures fail
- What makes a structure good
- What are you actually trying to solve
- Beyond structures
Why “good” structures fail
The market is filled with all sorts of solutions for workflow. Many have great reviews and success stories.
They are good, but is it good for your team?
What I learnt from re-designing structures for teams is that most structures don’t fail because they are poorly designed.
It is because they were not integrated by your people and how they work.
A structure can be clear, logical, even beautifully thought out but if it requires people to behave in ways they are not ready, willing or supported.. it will slowly break apart.
Imagine you have a full fledge kitchen with the best appliances for someone who only cook instant noodles.
That is how even the “best” structure will fail.
What makes a structure good
A good structure is not just one that makes sense but one that
- fits the current behaviour of the team
- aligns with how your people work (or can realistically shift towards)
- is simple enough to be followed and uphold
- is reviewed periodically to constantly evolve and grow with the team
A good structure is one that people want to stick to because it makes their work more effectively.
What are you actually trying to solve
Many organisations and team look at issues on the surface and think that putting in more structures would make it work.
Before adding or redesigning anything, it is worth asking if it is really a structure problem or something else.
It can be hard pill to swallow, but sometimes it is..
- Management issue
- unclear directions that results in unclear priorities
- micromanaging which gives the team no space for ownership and accountability
- low trust with the team to make decisions
- lack of involvement from management to hold a structure (eg. they introduce a structure and expect it to “self run”)
- Personal issue
- lack of confidence
- fear of making decisions
- incompetency
- mismatch among the team
- miscommunication/lack of communication
Structures can support these but they cannot replace the work required to address them.
Beyond structures
Structure is often seen as the solution but more structure does not automatically create more clarity.
Sometimes, it just creates more resistance and resentment. There are more things to follow and to remember.
Especially for teams that are already stretched, adding structure can feel less like support and more like control.
The shift is asking “What is really getting in the way of us working well together?” instead of “What structure do we need?”
Sometimes the answer will lead you back to structure.
But it could also end up asking something else of you.
- Take ownership that and show up as a leader
- To have conversations that haven’t been had
- Be uncomfortable to change and shift your own style
Structure can support a team but a leader leads the structure AND team.
Sometimes it’s not about adding more. It’s about seeing better.
If something in this resonated and/or you want another perspective to your leadership, team or structures. Contact me for a chat.