When there is a new ask — do you always ask for more resources?
Ever faced a new task from your manager and instinctively thought, “I need more resources for this”?
It’s a common reaction among many leaders, including myself. The knee-jerk response often revolves around justifying the need for additional support, citing industry best practices, or referring to expert articles to back our resource requests. But how often do we turn the lens inward and consider if there’s another way?
In numerous situations, I’ve observed a defensive posture when confronted with new tasks. We become entrenched in our resource-centric mindset, making it challenging to accept new challenges without assuming the need for supplementary resources. This defensive mode becomes our default, and we seldom explore alternative approaches.
Are we, as leaders, truly in empire-building mode? I do not believe that. It’s more about the discipline we adhere to — the instinct to connect resources with delivery is deeply ingrained. Many of us follow a delivery model, where a new team is assembled for each problem or opportunity. The ideal scenario is to dissolve the team once the task is addressed. However, the reality is that delivery never truly ends.
For those who have engaged in professional services, the perpetual nature of work is evident. Without clear steps to conclude a project, teams keep investing time and effort into ongoing deliveries. There’s always another issue to resolve, an alignment to establish, or a perceived obstacle to overcome. The world is never short of problems to solve, and teams can find themselves caught in a perpetual cycle of delivery.
Contrast this with the ownership model — a shift in your leadership mindset. In this model, a fixed set of resources is dedicated to a specific domain, function, or business value. When presented with something new, leaders not only assess the task but also evaluate whether their existing team is best equipped to handle it. If the alignment is there, the task seamlessly integrates with the team’s charter, expanding upon it or residing in its adjacency.
The next step involves determining the value of the new task and its priority in the grand scheme of things. Leaders who are adept in the ownership model adjust existing priorities to create the necessary bandwidth. This model provides ample opportunities for team members to grow, learn, and expand their impact. The focus is on solving the task with the team’s existing resources.
Admittedly, there will be instances where the scope is too large or multiple high-priority items demand immediate attention, stretching current bandwidth thin. In such cases, it’s acceptable to ask for additional resources. However, and this is crucial, it should not be the default response.
The initial thought should be directed toward the current team, their capabilities, and the existing priorities. Only if utilizing current resources is impractical should the consideration for new resources arise.
If, upon evaluation, it becomes apparent that another team is better suited for the task, effective communication is key. Leaders engaging in the ownership model collaborate with the relevant team, keeping their manager in the loop, and actively contributing to the growth and success of that team. The contrast becomes apparent when dealing with teams following the delivery model, who might instinctively lean towards requesting more resources.
It’s a subtle yet pivotal distinction — one that I’ve encountered repeatedly in my leadership journey. Many leaders tend to focus on acquiring resources for delivery rather than investing in their existing team’s expertise within a particular domain or space. Could it be that there’s a lack of emphasis on mentorship and fostering individual growth?
As a leader, you need to play with the two levers — efficiency and effectiveness. You need to ensure that your operations are optimal and that you are using the right resources for the right job and reducing wastage. At the time same, you need to ensure your teams are heading in the right direction, and that they have their goals defined. You need to help them to prioritize and refine as they march forward.
The next time someone presents you with new work, pay attention to your response. It’s not about determining right or wrong approaches; it’s about choosing the leadership model that aligns with your values and allows you to thrive in your environment.
Personally, I wholeheartedly embrace the ownership model. It resonates with my values of investing in people and leveraging their expertise. The choice, however, is yours. Consider this paradigm shift as a valuable tool to enhance your leadership skills — a means to continually learn and grow in the dynamic landscape of professional leadership.
Until next time, Cheers,
Amit
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