How to Manage and Lead a Large Team: A Case Study

” When you need to lead a large team, you’ll need to cascade your leadership. “

Atip Muangsuwan
CEO Coach and Coach Supervisor

In the bustling world of corporate leadership, Julie found herself at a crossroads. As a newly promoted leader into a new and bigger role, she needed to manage a larger team comprising over 30 direct reports and over 20 contractors in different countries, she was grappling with the complexities of team alignment and management. Seeking guidance, she turned to her executive and leadership coach, Atip, for immediate support and potential solutions.

The Challenge

“How do I manage such a large team?” Julie asked, her voice tinged with concern. “It’s overwhelming to think about leading over 50 people in different locations effectively.”

Atip, with his many years of experience in corporate world, offered a reassuring smile. “Julie, the key lies in creating layers of command and a solid and clear organizational structure. You need to ensure that the roles and responsibilities of each person are crystal clear, with no overlapping areas. This clarity will prevent problems and team and/or personal conflicts from happening.”

The Solutions

Atip continued, “You can’t have one-on-one mentoring and/or coaching sessions with all 50+ people. Instead, focus on the 13 leaders who work closely with you. Role model your ‘personalized leadership’ approach to them and mentor them on applying this leadership approach with their juniors. Cascade your leadership down the command lines.”

Julie nodded, absorbing the wisdom. “Can I connect with them in a group setting in addition to a one-on-one setting?”

“Absolutely!” Atip replied. “You can even conduct team coaching sessions with those 13 leaders and play the role of a facilitator for them.

For all 50+ people, you can organize a kind of ‘Townhall meetings’ for connecting and communicating with all of them. You can demonstrate your ‘Executive Presence’ via the townhall meetings, too.

For the 30+ direct reports, team meetings can still be effective for team communication.

And for the 13 leaders specifically, a combination of team coaching and one-on-one sessions will work best.”

New Challenges and Solutions

Julie had another concern. “I will have new engineers joining the organization very soon. Should they report to me or to my boss who’s based in the US?”

“For a clear line of command and team alignment, I think they should report to you,” Atip added. “This will make it easier for you to manage and align the whole team.”

Julie then shared a common issue. “The seniors often claim that the juniors don’t listen to them or respect them as they should. How should I handle this issue?”

“Role model your leadership style and behaviors,” Atip suggested. “Ask the seniors to learn from you and apply the “Personalized Leadership” approach that you’ll mentor them.

Navigating Personal Dynamics

Julie faced another unique challenge. “I have a peer who was once my competitor, and now he has to report to me. What should I do with him?”

“Apply the ‘Coach Approach’ to him,” Atip added. “Conduct one-on-one, heart-to-heart talks with him. Treat him with trust and respect, and he will reciprocate.

Creating a Motivated Team

Julie was curious about fostering a competitive spirit. “Can I group my subordinates into teams and conduct a kind of competitions among them?”

“Sure!” Atip encouraged. “Creating a competitive working environment can make them more active, proactive and productive in their assignments and projects.”

“And can I give them some rewards?” Julie asked.

“Certainly,” Atip affirmed. “Rewards like cash, gift vouchers, or coupons can make them feel recognized and acknowledged for their good work and contributions. Just ensure it aligns with your company’s policy.”

Key Insights and Actionable Steps

Julie left the session with several key insights and actionable steps:

1. Create a solid and clear organizational structure.
2. Work closely with the 13 leaders.
3. Role model and cascade leadership down to the 13 leaders.
4. Implement and share ‘Personalized Leadership’ approach.
5. Focus on people, process, and tools for managing and leading a large team.
6. Develop and retain the right people, put them in the right culture/process, and equip them with the right tools.

Words of Wisdom

Julie came up with her own words of wisdom: “Focus on understanding people and empowering them by cascading leadership.”

Atip’s mantra: “People, Process, Tools are the key success factors in managing and leading a large team.”

With these key insights and actionable steps, Julie felt enlightened and ready to lead her team with confidence and clarity.

For leaders, if you want to be coached on leadership and management topics like Julie, let’s talk soon. Together, we can explore and discover the leadership styles that you can apply for your specific situations and organization, and they will help you become unstoppable in achieving your goals and successes as an effective leader.

About Atip Muangsuwan: Atip Muangsuwan is the Founder & CEO of The Best Coach International Co., Ltd. He is a CEO & UHNWI Coach, Certified Mentor & Supervisor for global executive coaches, Holistic Life Transformation Expert, Business & Life Strategist, and Corporate Facilitator/Trainer. With a proven track record of helping clients achieve their career goals and job promotions, Atip is dedicated to supporting individuals in their personal and professional growth.