Transforming team dynamics and strategies for improved leadership skills, operations, and project implementation, leading to business success.
When I assumed a regional management role after significant company transitions, I was unsure about what to expect. Would I simply fall into the routines the previous manager had used to run our business unit, or develop my own way of leading? He clearly excelled in that role, ultimately rising to the position of CEO. Although we share similar personalities and approaches – he was my mentor for more than 20 years, after all – no two people are exactly alike. My natural inclination toward collaboration made me an excellent “second in command,” always ready to offer my opinion, serve as a sounding board, and assist with implementation. However, when it came time for me to take the lead, I had to learn how to drive initiatives forward independently.
One of my predecessor’s key initiatives was the creation of a performance team aimed at enhancing our business unit’s results. In the mid-2010s, we faced underwhelming performance, with significant project losses and stagnant growth. Although the performance team generated excellent ideas, they struggled with implementation. This was likely because the team was comprised of our business unit’s primary leadership, who already had substantial responsibilities.
As I stepped back to envision our future, I identified two key priorities:
- Supporting our employees by providing the necessary resources, guidance, and opportunities for their success.
- Developing our staff into capable and successful leaders to fill the roles that would become vacant due to numerous company transitions.
I decided to convert the performance team into a leadership team and add an operations team. The new operations team’s objective is to develop policies, systems, and resources, while increasing alignment across the business unit before implementing changes. The group would brainstorm ideas and prioritize “projects” to work on. An added benefit is that team members gain a deeper understanding of what it takes to lead a business unit, thereby refining their leadership skills.
Because I view the operations team as an avenue to promote collaboration across offices and groups, and a means to provide leadership opportunities for younger staff, I targeted members who would cherish the challenge/opportunity. Ultimately, I selected 10 diverse participants: experienced and young professionals, in-office workers from various locations, remote workers, those with long tenures at SCS, and newcomers to the company. Additionally, three members from the leadership team joined to ensure that the operations team’s activities and projects align with the leadership team’s vision for our business unit.
I wanted the group to develop organically, so I took a backseat role in leading the initial meetings. Our first “project” was to update the annual performance review form to better reflect our vision, goals, and desired culture. The update was successfully implemented in a short time. The next project was to compile lessons learned on complex and high-liability construction oversight projects to streamline future work and allow everyone to benefit from the experiences of a few. Six team members volunteered to take on this project.
While working on the construction oversight project, the team experienced fluctuations in progress, with initial stages being particularly challenging. Feedback indicated the team struggled due to a lack of clear direction and the absence of a designated leader for both the operations team and the project itself. Despite these challenges, the team ultimately delivered a summary document that exceeded my expectations.
I view these initial projects as demonstrations of success. While the team may have felt uncertain as they navigated a vague scope, they ultimately persevered. They found their way and developed effective solutions that have already proven beneficial. Their strong design skills and ability to work collaboratively enabled them to capitalize on their expertise. Learning from this struggle will benefit them and enhance their leadership capacity.
However, initial feedback from the leadership team prompted me to adjust my approach to the operations team. First, I made it clear that this work was important by specifying where team members should charge their time. I also explained how we would evaluate the time spent on these projects throughout the year by assessing the cost/benefit. We also began to treat “projects” more like true projects for clients – I provided specific expectations and defined the project scope, we established goals to achieve by the next planned meeting, and we identified a leader for each of the new projects.
The next meeting went much better, had more structure, and team members walked away from it with a sense of purpose and direction instead of a vague concept of what to do next. I believe the struggle contributed to the sense of accomplishment and is a lesson that will stick with those team members as they move forward with other projects. We have effectively established this unique team, received critical feedback, and implemented changes. I am excited and enthusiastic about our operations team and the benefits they will deliver to our business unit and SCS as a whole.
Anastasia Welch, P.E. is a business unit director at SCS Engineers. Contact her at awelch@scsengineers.com.
