Continuing growth almost always means you eventually run out of enough people to do all the things that need doing. Then there’s the choice: whether to restructure, outsource, or build the team within.
Whichever way you go about adding more humans the mix you’re faced with questions about how the work is split, how each person or group contributes, and what you have to do to get the best out of everyone that’s now involved.
In other words … management becomes a thing. Some kind of structure, direction, support, guidance, briefing, accountability – all the little things that make the wheels go around.
The first place to focus: how the work is split.
Yesterday, development and support was done by one person. Tomorrow, it’s two people. Where are the lines? Between development and support, or through them?
Skippy strategy: Without work-split clarity, one plus one equals confusion, frustration and a negative sum.
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