Beyond More Hands: Why Your Team Needs Support Roles, Not Just More Of The Same
Many hands make light work? … Right?
Imagine transforming our workload into a well-oiled assembly line, where efficiency and creativity are not just goals, but standards. It’s not about adding more hands; it’s about adding the right ones.
How often have you found yourself sifting through projects, campaigns, and tasks, thinking, “We definitely need more hands on deck”? Conversely, have you ever felt like there were too many chefs in the kitchen, leaving you wondering how things got so complicated and who’s actually in charge? It’s a common predicament: taking on too much and then debating whether bringing on a junior team member will lighten the load or just add another layer of oversight. Hiring another manager could provide some direction, but that often leads to differing opinions and strategies. So, what’s the real solution?
The Status Quo and Its Limitations
Invariably, during team meetings or one-on-ones with your manager, a familiar refrain surfaces: “We’re juggling too many plates. It’s just too much for one person. Maybe it’s time we consider adding more people to our team.” On the surface, this seems like a perfectly logical solution. With extra hands to share the load, you’d be free to concentrate on other pressing projects, right?
However, what often unfolds is a cycle of expanding tasks and activities. The addition of team members is seen as an opportunity to scale up ambitions. It’s not that this approach is doomed to failure; many of us can recall nail-biter projects that, from the outside, appeared seamlessly executed. But behind the scenes, it was pure chaos. Despite the external accolades for a job well done, the internal team is left to recover from the psychological toll of pulling off such a feat.
But what if the real solution isn’t just about hiring more people? To be more precise, it’s not about hiring more individuals in the same role as you. The key lies in bringing on board those roles specifically designed to support you and your team in managing workloads, timelines, and budgets more effectively. This way, you can focus on the core essence of your campaign. It’s time to think about hiring a project manager.
The Case for Diversification
Interestingly, there’s often a misconception that individuals in specific roles can’t acquire skills outside their primary domain. This notion was clear in a conversation with a colleague when I was discussing my desire to get more formal training for project management, where I was met with skepticism. “You’re in comms, you are not a project manager,”. While this is true, anyone in marketing can attest to the significant overlap between project management skills and marketing tasks. Planning, managing timelines, budgets, and stakeholders — it’s all part of the job. However, mastering these skills isn’t our primary function. Our ultimate goal in marketing is to craft compelling stories that resonate with customers, guiding them on a journey to fall in love with a brand.
Even managing a single project entails juggling numerous tasks. Having someone focused on keeping tabs on timelines, budgets, and meetings can significantly ease the team’s load. Some might argue that this detracts from the lead’s responsibilities, but I see it differently. It allows marketers to excel at their core job: storytelling, without being bogged down by operational tasks. Imagine having the bandwidth to refine your messaging, review artwork meticulously, and make truly creative decisions without constantly watching the clock for your next vendor meeting.
This principle doesn’t stop at needing a project manager; it extends to other supportive roles, like a full-stack developer. Yes, a developer in a marketing team.
I advocate for working smarter, not harder, a principle sometimes misinterpreted as laziness. Yet, I take immense pride in my work. The more time and effort I can invest in a campaign, the better the outcome for my company and our clients. This principle doesn’t stop at needing a project manager; it extends to other supportive roles, like a full-stack developer. Yes, a developer in a marketing team. Consider our internal workflows for a moment: drafting documents, creating and approving assets, and more. Much of this is done manually, without stopping to consider the potential for automation. The efficiency gains from automating processes, like an asset approval system integrated with Slack, can be substantial. Imagine receiving a Slack notification with a preview of an asset ready for review, or a slack bot that can give you updates on the project or campaign you’re working on– this simple change could revolutionize how we work.
Our workload isn’t diminishing, and adding more of the same type of roles won’t address the root issue. Instead, transforming our workload into a well-oiled assembly line, where tasks are efficiently managed and relevant information is passed along for decision-making, can be a game-changer. It’s about breaking down large projects into manageable pieces, with dedicated team members ensuring smooth progress.
Real-World Application: A Personal Journey
The concept of integrating support roles within teams isn’t revolutionary. I’ve experienced firsthand the dynamics of diverse team structures, and I’m convinced there’s a massive opportunity for teams to enhance collaboration and efficiency through such integration.
Some might argue, “Our operations team handles these tasks,” and that’s great for those who have that luxury. My point, however, revolves around the idea of seamless integration within the core team itself, not just relying on external support. This approach might not suit every team, but having experienced both worlds, I can attest to its benefits.
In one scenario, I was part of a cohesive unit that included marketing, social media, branding, and a producer. This structure allowed each of us to concentrate on our strengths, creating a highly effective workflow. On the other hand, I’ve also been in teams solely focused on communications. While not inherently flawed, this setup invariably placed additional pressure on the team to perform at peak levels without the support infrastructure that could alleviate some of the burdens.
This observation propelled me into the realms of development and project management, where I began establishing workflows to better equip my team to handle requests and allocate resources efficiently. By leveraging workflows, we can introduce a level of efficiency and consistency to our projects and campaigns that was previously unattainable.
Admittedly, taking on this initiative meant adding more to my plate alongside my primary responsibilities. Yet, the benefits are becoming increasingly clear. I’m hopeful that the systems and processes I’ve put in place will serve as a prototype, demonstrating the potential for evolving our team structure for the better.
Overcoming Resistance and Implementing Change
To initiate change, start by clearly justifying the need. Outline the upcoming projects and operational requirements, demonstrating how a support role, such as a project manager, could significantly enhance project efficiency and success. A project manager could handle timelines, vendors, workflow processes, budgets, meetings, and project reporting, allowing you to concentrate on strategy, tactics, and creative decision-making.
Conduct research on other teams that have integrated support roles effectively. Gathering insights on the tangible benefits they’ve observed can strengthen your case. Engage with developers to explore how they might support your team’s objectives, given the chance.
The primary hurdle in this endeavor is often leadership’s reluctance. Hiring for a new role requires a commitment and a shift from conventional team structures, necessitating negotiation and a clear demonstration of potential ROI.
If a project management team is already in place within your organization, consider proposing the temporary loan of a member for a pilot project. Define the project’s scope and timeline carefully, and document the process meticulously. This documentation will be invaluable in showcasing the improvements and efficiencies gained, helping to make a compelling case for permanent integration.
Alternatively, proposing a contract project manager can serve as a feasible middle ground, allowing for a temporary trial of this approach without the long-term commitment. Ensure the role’s requirements are clearly defined so that the fit and expectations are understood by all stakeholders.
Ultimately, the feasibility of implementing this change hinges on your manager’s authority and openness to innovation. Sometimes, the right opportunity may arise during discussions of team expansion or when new headcounts are approved, presenting an ideal moment to advocate for this strategic approach.
Embracing Efficiency: The Way Forward
If there’s one takeaway from this discussion, it’s the importance of pausing to assess how your team operates. When faced with overwhelming projects, resist the instinct to simply add more of the same roles. Instead, consider the transformative power of efficiency and how it could be the key to unlocking your team’s potential before deciding to increase your headcount. Explore the support roles within your organization and engage in conversations about how their expertise could introduce processes to streamline your workload. Many solutions might be simpler and more straightforward to implement than you imagine, offering quick wins that can significantly impact your team’s productivity and morale.
I hope you’ve found these insights valuable and that they’ve given you food for thought. I’m keen to hear about your experiences. Have you introduced support roles within your teams? How has this approach impacted your team’s effectiveness? Your stories and reflections could provide valuable learning opportunities for us all.
