My biggest challenge as a new team leader was managing a team working on two different products simultaneously. It was difficult to balance priorities, maintain focus, and ensure both products progressed effectively. To overcome this, I found that structuring the team as two sub-teams, each dedicated to one product, helped streamline workflows, improve focus, and drive both projects forward more efficiently.
Thats a very sensible way to approach it. I find if you have people working on multiple projects or products, the context swapping can cause stress and the team can often lose traction.
My biggest challenge as a new team leader was managing a team working on two different products simultaneously. It was difficult to balance priorities, maintain focus, and ensure both products progressed effectively. To overcome this, I found that structuring the team as two sub-teams, each dedicated to one product, helped streamline workflows, improve focus, and drive both projects forward more efficiently.
Thats a very sensible way to approach it. I find if you have people working on multiple projects or products, the context swapping can cause stress and the team can often lose traction.