Hamilton Lindley explains the differences between managing a small team and a large one.

1. Managing a Small Team vs. a
Big Team
Hamilton Lindley
hamiltonlindley.org

2. Introduction
A manager’s work is to hire exceptional leaders, build self-
reliant teams, establish a clear vision, and communicate
well. When you master these skills, it is possible to manage
a team of any size. Managers are the most powerful
influence on employee’s engagement levels.
You cannot manage a team of 30 employees directly. Groups
of six are considered optimal because it is challenging to
have enough hours to support more people while also
contributing to strategy. Situational leadership requires a
degree of sensitivity and emotional intelligence. New
managers often struggle to learn the nuances of leading a
team. These lessons can be even more challenging when
considering the differences between small groups and large
teams. Here are a few fundamental differences and ways
new managers can overcome them.

3. Introduction
A manager’s work is to hire exceptional leaders, build self-
reliant teams, establish a clear vision, and communicate
well. When you master these skills, it is possible to manage
a team of any size. Managers are the most powerful
influence on employee’s engagement levels.
You cannot manage a team of 30 employees directly. Groups
of six are considered optimal because it is challenging to
have enough hours to support more people while also
contributing to strategy. Situational leadership requires a
degree of sensitivity and emotional intelligence. New
managers often struggle to learn the nuances of leading a
team. These lessons can be even more challenging when
considering the differences between small groups and large
teams. Here are a few fundamental differences and ways
new managers can overcome them.

4. Teamwork
The spirit of cooperation is essential for daily business
operations. When the vision and mission statements are
clearly defined, larger groups tend to embrace
collaboration as an expected role in the company culture.
Smaller teams generally work well together and are
comfortable enough to form friendships outside the
workplace.

5. Teamwork
The spirit of cooperation is essential for daily business
operations. When the vision and mission statements are
clearly defined, larger groups tend to embrace
collaboration as an expected role in the company culture.
Smaller teams generally work well together and are
comfortable enough to form friendships outside the
workplace.

6. Company
Culture
The tendency for larger groups is to break down into
individual islands of self-management. Larger groups
may see any direction as micromanagement and become
resentful. Likewise, when one or two members of a small
team become disenchanted or are prone to clash, they can
quickly disrupt the whole group. New managers must
closely monitor their teams to curb gossip or
dissatisfaction. Positive corporate culture should be
ingrained in all team members.

7. Company
Culture
The tendency for larger groups is to break down into
individual islands of self-management. Larger groups
may see any direction as micromanagement and become
resentful. Likewise, when one or two members of a small
team become disenchanted or are prone to clash, they can
quickly disrupt the whole group. New managers must
closely monitor their teams to curb gossip or
dissatisfaction. Positive corporate culture should be
ingrained in all team members.

8. Communication
New managers often struggle to develop communication
skills appropriate for their audience or respective teams.
There are crucial differences in communicating with
large groups.

9. LargeTeam
Communication
Tips
 Send One Message
 Prompt Delivery
 Reinforce Communication
Large team atmospheres require a uniform approach. Managers must deliver the same
message to all team members, preferably at the same time. A leader can communicate this in
person or electronically, as long as the leader gives the same message to the entire team.
Finally, communication for a large team should be reinforced individually or in smaller
groups. This allows room for questions or feedback, and each member of the team feels like
they are involved in the decision-making process. One of the problems of large groups is that
individual contributions are perceived to be less valuable because of the number of people
sharing the same task. It’s important to understand that dynamic and find countermeasures
to ensure that everyone is helpful.
Managers of large teams are in a position of authority that creates the feeling of intimidation
in others. Employees are less likely to tell managers of large groups that they are wrong.
Managers need to understand this dynamic so that they can uncover the truth. So use
language that encourages discussion, like “tell me if you disagree.” And “what would you do in
this position if you were me?”
In your large team, start scheduling smaller meetings. Include essential people only.
Members of smaller meetings feel more engaged. They are more likely to voice individual
ideas and less likely to “go with the flow.”
Do not micromanage your team. Provide independence by tracking output rather than input.
A leader should help workers know where the organization needs to go, but how the business
gets there is up to the employees.
It would help if you encouraged learning. The supervisor should not be the sole source of
knowledge. Your ultimate responsibility lies in creating an atmosphere in which everyone can
do their best work.

10. LargeTeam
Communication
Tips
 Send One Message
 Prompt Delivery
 Reinforce Communication
Large team atmospheres require a uniform approach. Managers must deliver the same
message to all team members, preferably at the same time. A leader can communicate this in
person or electronically, as long as the leader gives the same message to the entire team.
Finally, communication for a large team should be reinforced individually or in smaller
groups. This allows room for questions or feedback, and each member of the team feels like
they are involved in the decision-making process. One of the problems of large groups is that
individual contributions are perceived to be less valuable because of the number of people
sharing the same task. It’s important to understand that dynamic and find countermeasures
to ensure that everyone is helpful.
Managers of large teams are in a position of authority that creates the feeling of intimidation
in others. Employees are less likely to tell managers of large groups that they are wrong.
Managers need to understand this dynamic so that they can uncover the truth. So use
language that encourages discussion, like “tell me if you disagree.” And “what would you do in
this position if you were me?”
In your large team, start scheduling smaller meetings. Include essential people only.
Members of smaller meetings feel more engaged. They are more likely to voice individual
ideas and less likely to “go with the flow.”
Do not micromanage your team. Provide independence by tracking output rather than input.
A leader should help workers know where the organization needs to go, but how the business
gets there is up to the employees.
It would help if you encouraged learning. The supervisor should not be the sole source of
knowledge. Your ultimate responsibility lies in creating an atmosphere in which everyone can
do their best work.

11. LargeTeam
Communication
Tips
 Send One Message
 Prompt Delivery
 Reinforce Communication
Large team atmospheres require a uniform approach. Managers must deliver the same
message to all team members, preferably at the same time. A leader can communicate this in
person or electronically, as long as the leader gives the same message to the entire team.
Finally, communication for a large team should be reinforced individually or in smaller
groups. This allows room for questions or feedback, and each member of the team feels like
they are involved in the decision-making process. One of the problems of large groups is that
individual contributions are perceived to be less valuable because of the number of people
sharing the same task. It’s important to understand that dynamic and find countermeasures
to ensure that everyone is helpful.
Managers of large teams are in a position of authority that creates the feeling of intimidation
in others. Employees are less likely to tell managers of large groups that they are wrong.
Managers need to understand this dynamic so that they can uncover the truth. So use
language that encourages discussion, like “tell me if you disagree.” And “what would you do in
this position if you were me?”
In your large team, start scheduling smaller meetings. Include essential people only.
Members of smaller meetings feel more engaged. They are more likely to voice individual
ideas and less likely to “go with the flow.”
Do not micromanage your team. Provide independence by tracking output rather than input.
A leader should help workers know where the organization needs to go, but how the business
gets there is up to the employees.
It would help if you encouraged learning. The supervisor should not be the sole source of
knowledge. Your ultimate responsibility lies in creating an atmosphere in which everyone can
do their best work.

12. SmallTeam
Communication
Tips
 Conduct Research
 Present Message
 Limit Responses
Small teams operate differently, and each member wants
to provide input on almost every agenda item. Managers
should thoroughly research an event or decision and be
ready to justify their message before communicating with
a small team gently. They should allow room for a
question-and-answer period and carefully time the
communication to restrict irrelevant or contradictory
feedback.
There are many benefits to small teams. Members of
these teams are more likely to challenge others’ ideas,
voice their own opinions, and ultimately make better,
more thought-out decisions.

13. SmallTeam
Communication
Tips
 Conduct Research
 Present Message
 Limit Responses
Small teams operate differently, and each member wants
to provide input on almost every agenda item. Managers
should thoroughly research an event or decision and be
ready to justify their message before communicating with
a small team gently. They should allow room for a
question-and-answer period and carefully time the
communication to restrict irrelevant or contradictory
feedback.
There are many benefits to small teams. Members of
these teams are more likely to challenge others’ ideas,
voice their own opinions, and ultimately make better,
more thought-out decisions.

14. SmallTeam
Communication
Tips
 Conduct Research
 Present Message
 Limit Responses
Small teams operate differently, and each member wants
to provide input on almost every agenda item. Managers
should thoroughly research an event or decision and be
ready to justify their message before communicating with
a small team gently. They should allow room for a
question-and-answer period and carefully time the
communication to restrict irrelevant or contradictory
feedback.
There are many benefits to small teams. Members of
these teams are more likely to challenge others’ ideas,
voice their own opinions, and ultimately make better,
more thought-out decisions.

15. Conclusion
Whether you are managing a small team or a large one,
your communication style should match your audience.
Driving a more extensive group will require more
consistent communication with all. A smaller team allows
for more back and forth with management. Either way,
your role as a manager will be a significant influence on
employee’s engagement.

16. Conclusion
Whether you are managing a small team or a large one,
your communication style should match your audience.
Driving a more extensive group will require more
consistent communication with all. A smaller team allows
for more back and forth with management. Either way,
your role as a manager will be a significant influence on
employee’s engagement.

17. Read More by
Hamilton
Lindley
Read more on the Hammer Blog
at
https://www.hamiltonlindley.org