Taking the lead is great but trying to make a change can feel lonely.

Taking the lead is great but trying to make a change can feel lonely.

Over the years I've taken several opportunities to serve in lead roles at work. The teams I've worked with have been great and they are always receptive to projects and tasks I've outlined. I've always taken the stance of, if I see a problem, bring the team together to document issues, track when issues occur, provide details to explain why situations are seen as issues and then discuss solutions to present to Executive staff.

But it can be a bit discouraging when Executive staff is already aware of the issue, the team is onboard and ready to carryout tasks for change, but I'm told to hold off and wait. When I ask questions to understand what challenges the executive team may be faced with if changes are made, it often seems like they don't want to offend someone who signed off on current processes 15 years ago. In the meantime my team is being stretched thin and overworked. I try to implement change at my level but real change has to be approved at a higher level.

It would be great to learn how others have handled situations like this. Although my team and I are ready and willing, we are in limbo and it isn't for a strategic business reason. But I try to remain positive and uplift my team by celebrating their accomplishments.

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2 Comments

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  1. Barb Hansen

    Here is what I have done in similar situations.

    Before investing a lot of time digging into a problem or bringing the team in to investigate and design a solution, I first bring the issue to my manager or the executive team at a very early stage. I’ll outline the problem, why it matters, and a quick “back-of-the-napkin” idea of a possible solution, sometimes including a rough sense of ROI or time savings.

    Then I ask if it’s realistic to address the issue in the next build, EPIC, or quarter.

    If leadership isn’t interested in improving that process right now or reducing the technical debt, at least the team hasn’t already spent time and energy working on something that ultimately gets shut down.

    I’ve also found that how you frame the conversation can matter. If I’m working with a leader who prefers to feel like they’re the one driving the improvements, I’ll present the issue as a question rather than a solution. Something like: “The team seems to be spending a lot of time on A, B, and C. I’ve been thinking about a possible way to streamline it. I’d love to get your thoughts on this approach.”

    It gives leadership the opportunity to weigh in early and sometimes even “own” the idea, which can make it much easier for the change to actually move forward.

  2. Jonn U

    Thanks Barb. Your response has given me ideas of how to try things a little differently from now on.

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