Taking on the role of a delivery manager for an already established team and project is an experience that’s both exciting and a little daunting. The team has its own way of working, relationships are already in place, and the project has a history that you’re stepping into. I recently went through this process, and I’d like to share some of the challenges I faced, what I learned along the way, and what I did to make things easier.
Challenges I faced
Understanding team dynamics: One of the first hurdles was figuring out how the team operated and what the project’s background was. Each team has its own unique vibe, and joining a team that’s already in sync means I have to quickly get a feel for the roles, relationships, and the project’s history – both the wins and the struggles.
Earning trust: Trust is a big deal, especially when you’re the new person in a managing role. I needed the team to feel confident that I was there to help, not to shake things up or undermine the progress they’d made so far.
Fitting into existing processes: Established processes can be a double-edged sword. On the one hand, it’s great that there are systems in place. On the other hand, adapting to these without disrupting the flow or seeming too critical can be tricky.
Balancing expectations: As a new delivery manager, there’s a fresh set of expectations from both the team and seniors. Balancing these while trying to add value and not overstepping was a delicate task.
Uncovering hidden issues: Every project has its share of hidden problems. As the newcomer, finding these issues without stepping on toes or causing friction required a thoughtful and empathetic approach.
What I learned
The power of listening: Listening turned out to be my most valuable tool. By really listening to the team, I was able to understand their culture, the challenges they were facing, and where I could potentially help. Plus, it helped build trust because the team felt heard and respected.
Patience is key: I learned quickly that rushing into changes or asserting control isn’t the way to go. It’s important to be patient, take the time to observe, and ease into the team. Understanding the reasons behind existing processes and behaviours before suggesting changes was crucial.
Clear communication matters: Open and honest communication helped in managing expectations from all sides. By being transparent about my observations and what I was aiming to achieve, I could align everyone on what was realistic and doable.
Being flexible helps: Adapting my management style to fit the team’s needs, rather than sticking rigidly to one way of doing things, made a big difference. This flexibility allowed me to work within existing processes while still pushing for improvements.
Building relationships takes time: Building strong relationships with the team and stakeholders was something that couldn’t be rushed. I invested time in one-on-one conversations and team activities to build trust and collaboration.
How I made the transition easier
One-on-one conversations: I made it a point to have one-on-one meetings with each team member and key stakeholders. These chats gave me insight into individual perspectives, concerns, and motivations, which was invaluable for understanding the team better.
Observation before action: In the first few weeks, I focused on observing how the team worked and how processes flowed (with help from the current delivery manager), without making any immediate changes. This period was essential for identifying areas where improvements could be made without causing disruption.
Aligning with the product manager: Early on, I made sure to align with the product manager to get a clear understanding of their expectations and priorities. Regular check-ins kept us all on the same page and helped avoid potential conflicts.
Introducing gradual changes: Instead of making sweeping changes, I opted for small, incremental adjustments. This approach minimised resistance and allowed the team to adapt gradually while seeing the benefits of each change.
Celebrating small wins: Recognising and celebrating small wins along the way helped build momentum and boost team morale. It also showed that the changes were having a positive impact.
Why this approach worked
What made these steps effective was a foundation of empathy, patience, and clear communication. By taking the time to understand the team, respecting the existing processes, and being transparent, I was able to ease into the role smoothly. The gradual approach to change kept the team engaged and open to new ideas without feeling overwhelmed.
In conclusion, stepping into an established team and project as a delivery manager can be challenging, but with the right approach – focusing on listening, building relationships, and being patient – you can successfully navigate the transition and lead the team toward even greater success. I want to give a big thanks to my previous team for all the support and the great times we had together. To my current squad, I really appreciate the warm welcome and the trust you’ve shown me. I’m excited about what we’ll accomplish together!
