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Focusing hiring efforts on AAE can help with the amount of day to day duties.

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Focusing hiring efforts on AAE can help with the amount of day to day duties.

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Teaming -- Strategists are currently responsible for selecting their team, in partnership with other strategists.  Is this something we should revisit?

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Teaming -- Strategists are currently responsible for selecting their team, in partnership with other strategists.  Is this something we should revisit?

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When a team member has a significant amount of LC admin roles it can impact their capacity and can be challenging for the rest of the team to have to "pick up the slack."

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I'd guess that is the standard for everyone.

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A temp admin can also help with some LC duties (benefits, retreat, hiring, etc) until we find a more permanent person for the Chief of Staff role.

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A temp admin can also help with some LC duties (benefits, retreat, hiring, etc) until we find a more permanent person for the Chief of Staff role.

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That should count as two clients for 1-3 months and be accounted for on the "plate" as such.

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It takes time to get to know a client well - to understand their culture and their quirks. Mitigating teaming "shakeups" will help foster client culture and develop the type of effective relationships that will ultimately deliver the best service to our clients.

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Not all strategists use asana, so if you half use it and half don't, then it is a lot of additional work to "put in tasks" into the ether and not a helpful tool.

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LC responsibilities are not equitably distributed among teammates. One solution could be adding LC responsibilities to Client Commitments (where they currently aren't tracked) to ensure better capacity balancing and recognition that some members of our team can be spending 20+ hours per week and burning out working on weekends to tackle their LC duties, on top of their usual client work, while other teammates have the space to devote themselves entirely to client work.

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LC work should count as a client (or two). The hours spent on LC duties should be considered when designating teaming. 

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LC work should count as a client (or two). The hours spent on LC duties should be considered when designating teaming. 

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I typically like to get off a client call, immediate figure the work, divide it up and get them easy, immediate things quickly. When it's call to call, then that doesn't happen.

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For strategists with strong leads, backing off the number of calls to empower their leads. They could check in occasionally (1-2x per month) and focus on experience. 

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For strategists with strong leads, backing off the number of calls to empower their leads. They could check in occasionally (1-2x per month) and focus on experience. 

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burnout could result if we don't alleviate the mitigation issue

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If possible, grouping clients by focus (e.g., teacher training and support) or geography (Chicago), can help minimize the mental lift to refocus on other clients.

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One potential long term impact is burnout. When folks aren't able to do the things that drives them, gives them energy and ignites passion and creativity, it ultimately leads to burnout. Let's look more carefully at how we can leverage these unique skills, and find the right clients for them to help mitigate burnout.

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STRONG recommendation for call-free days

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STRONG recommendation for call-free days

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While this may feel unrelated to teaming (may i should be circling the parking lot) it could help make the internal calls more workable by grouping them, so you dont have to transition so much.

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We've noted that effective strategy is saying no, but we haven't put that into practice. If we count the number of hours committed to our clients, it exceeds the number of hours available on the team. That's unsustainable.

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Surveying the team on how many hours per week they spend on internal calls can expose the inefficiencies of our current teaming. Having a single manager OR more stagnant teams can help run through a list of each client rather than one off convos throughout the week.

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Surveying the team on how many hours per week they spend on internal calls can expose the inefficiencies of our current teaming. Having a single manager OR more stagnant teams can help run through a list of each client rather than one off convos throughout the week.

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Our team is "lead light" so the plate is overwhelming for those who are predominantly leads.

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Hiring a chief of staff or director of operations, in addition to an admin worker/executive assistant will ideally allow teammates to shed their admin roles and focus on client work.

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We need to develop or hire for leads so we can lessen the teammates who play both strategist and lead. 

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We need to develop or hire for leads so we can lessen the teammates who play both strategist and lead. 

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As a proactive person, I am unclear as to what digital structure is so it's harder for me to jump in to connect and help shape the client work with them.

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Semi-static teaming will make things more efficient and streamlined. Having a maximum of two strategists will improve any issues around task prioritization and/or communication between multiple teammates.

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Definitely an incredible amount of internal calls -- in part due to the sheer volume of different people I'm teamed with. Even though I love everyone

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Inequity in sharing on LC responsibilities, and a lack of capturing those in client commitments, means not fully understanding capacity when teaming

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Asking teammates their interests can lead to more thoughtful teaming. We should play to our strengths and have more specialized roles rather than generalized roles. Having a more collaborative discussion on what team folks prefer to be on can lead to efficiencies, and less time spent doing tasks that are not within our current skill set. 

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Asking teammates their interests can lead to more thoughtful teaming. We should play to our strengths and have more specialized roles rather than generalized roles. Having a more collaborative discussion on what team folks prefer to be on can lead to efficiencies, and less time spent doing tasks that are not within our current skill set. 

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Word of caution: if we silo individuals too much, do we risk becoming bored or not learning/growing?

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I think considering what a client's biggest needs are - media relations, internal stakeholder, graphics, etc - and doing a deep dive on each team member's skillsets and interests matching those with need would make a big difference.

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We can't discount this basic point: Our teaming model is leading to results, high satisfaction and value -- it sets us apart from any competition even if we need to improve upon this. 

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We can't discount this basic point: Our teaming model is leading to results, high satisfaction and value -- it sets us apart from any competition even if we need to improve upon this. 

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As lead, approximately 6-10 hours per week are on internal calls. Love the contact w everyone, but the start, stop, pivot to other clients leads to transition time that can slow the work and flow down. Often get off back-to-back calls after 6-7 hour day with all client work still ahead...

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We don't leverage the project management tool we've invested in, Asana. Good project management, consistently used, is the antidote to juggling stress.

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Allowing teammates to have more hours on fewer clients will help the juggling issue.

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Clients with vertical priority lines prioritized over those without them

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Being consistently on the same team allows for stronger team relationships and better client success.

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We need to invest more in the junior team and grow/promote our current teammates. Bringing on more AAEs/AEs who can bolster our primary support workload will help balance a lot of the on-the-ground work.

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Root cause of teaming challenges could be lack of task personalization ... while siloing can be efficient, it can lead to burnout within teams and among teammates.

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LC duties on top of client duties significantly stretch the team. Solving operations will help and it might not be just one person. 

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LC duties on top of client duties significantly stretch the team. Solving operations will help and it might not be just one person. 

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I've found it's easier and more efficient to toggle between working on one type of work across multiple clients, instead of switching constantly between different types of tasks for a smaller number of clients. Specializing roles could reduce some of this back-and-forth, create more efficiency in our hours, and give teammates more room for growth in developing their skillsets and an expertise area.

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There doesn't seem to be consistency across Strategists in terms of level of engagement and accountability expectations. More definition of the strategist's role and consistency across client teams will help leads and supports be more effective.

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Our team structure of 3 is clear and helpful, we have the model for years of how this looks and how it manifests in the day-to-day work. When a 4, 5 or 6th person is added on to help take on the work, their role is less clear with fewer examples of how to best use that person. Often support and 4, 5 6 roles get jumbled and the lack of accountability leads to dropped balls. (Who does reports, who is handling getting information on pitch. For example, is the media relations specialist going to the client for all info to draft pitch and then pitch, or is that support role?

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Many different client lead/strategist relationships = additional internal calls

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Lack of clarity on roles for those on a team and not the Strategist, Lead or Primary support. Person 4, 5, 6, for example.

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Different levels of interest, experience and skill sets could be better leveraged on teams. If someone is excited by writing op-eds or pitches, we could make sure they get more of that. If they enjoy client/project management, let's leverage that in our staffing.

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Utilizing team members' strengths/skils makes us more efficient.