Anna, the team leader at Decathlon, knew she needed support during her transition to a different role. We aided her in this process by observing the team’s dynamics, diagnosing managerial challenges, and helping implement solutions step by step.
Decathlon
Decathlon is a multinational sports retailer that specializes in providing a wide range of sporting goods and services.
Originating in France, the company has expanded globally, with a significant presence in numerous countries in Europe, Asia, Australia, and gradually also in the U.S.
Preparing the team for the leadership style change
Anna, a team leader in the Data & Analytics department at Decathlon, approached us for assistance when she decided to transition from her current managerial role to a more strategic position in transforming Decathlon Poland into a data-driven company.
Her team was divided into several subteams, typically consisting of one to three members. They worked on various independent projects, and while there was occasional collaboration among them, they were a collection of individuals rather than a unified entity.
Anna, the unifying force within this team, aimed to prepare them for enhanced self-management before her role change. However, she couldn’t pinpoint the specific issues that might hinder the team’s progress with her limited managerial engagement.
Entering the Team: Observation, Diagnosis, Implementation
To find those issues, our Scrum Master, Hanna, delved into the team’s dynamics and identified the core challenges.
Initially, she immersed herself in the team’s environment to gain a firsthand understanding.
She attended their meetings as an observer for two weeks without intervening, allowing the team to function as usual.
This observation phase allowed her to identify gaps and areas of concern based on the team’s regular interactions and behaviors.
Then, Hanna conducted one-on-ones with each team member to gather insights into their daily challenges. This step was crucial, as teams often know what changes are needed but may either not realize they already have the answers or simply struggle to articulate them openly.
After diagnosing the issues and determining the necessary changes, Hanna focused on prioritizing and implementing these changes. She avoided overwhelming the team by introducing changes in small, manageable steps, addressing one issue at a time.
Finally, after establishing the changes, Hanna shifted to support in the final two weeks, observing the team’s progress and providing feedback and guidance as needed.
Open feedback and ownership
In her investigation, Hanna identified several critical areas for improvement that were pivotal for the evolution from individual contributors to a cohesive group. She guided the data team in creating a team contract to clarify roles and set mutual expectations, thus resolving the ambiguity in responsibilities.
An interesting finding—quite common in IT teams—was their dependence on Anna, the team manager, for decision-making. While it’s typical for leaders to steer decisions, too much reliance can stifle initiative and accountability in team members.
Indeed, this over-dependence obstructed the team’s ability to manage themselves and take responsibility collectively. Hanna’s goal was to foster a sense of ownership and a willingness for self-management.
She aimed to shift their perspective, encouraging them to see their responsibilities not as burdens but as empowering elements that enhance efficiency and engagement.
Hanna also tackled the issue of diffused responsibility by working on the team’s mindset and promoting open communication and unity.
An example of this was during meetings, where she encouraged team manager to refrain from immediate input, allowing the team members to navigate challenges and learn from their experiences independently.
- 3 months of observing and mentoring the data team
- Defining roles and assigning responsibilities to team members
- More self-management and open feedback
- Data team ready for the leader’s role change
“I appreciate Hanna’s work and her influence on the team and me. Her emphasis on open feedback and self-management has enhanced our efficiency and team dynamics. As I prepare to change my current role, I do so with the confidence that the team is well-equipped to handle the challenges ahead. “
-Anna Winnicka, Team Leader at Decathlon
