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No, they should all get 10 your leads are leads for a reason they should be taking a higher level of workload. My other question is what workload are you doing where you have eight leads? What is the actual number of units of work?
The work that the company wanted didn’t fit the normal team member level pre-created job description. (all before my time) the ones who don’t have the “lead” title transferred in at a lower level and are working towards gaining the “lead”.
The leads are doing more. But listening to the other managers - the “more” are stretch assignments rather than core work. And I’m seeing a trend that the more is taking away from getting the core work done.
I’ve only been in this current role for just over 90 days. And every time I turn the corner, I find more things that are red flags to me that need to be fixed.
I’m tempted to jump ship soon.
If the workload and team naturally separates into 2 levels of capability and effort, I’d delegate work to each specific person’s strengths and compensate to match. If you have 8 leads and 2 coasting team members, and leads were told that this extra work are stretch assignments (which reads as “promotion-worthy activities” to me), you’re going to have to address it soon. There’s multiple routes, depending on the broader environment, but could 1-2 leads be formally promoted and dedicated to the “more activities”? Either way, see what people are liking to do verses doing because they have to (or think they have to) and go from there. Your newer tenure gives a great opening to asking questions.
90 days is pretty short but enough to see cracks/flags without yet knowing where solutions lie. Only you can decide if it’s worth your time and effort to fix the problems and turn around your team. You were put in the role for a reason and have opportunity to build it to be how you need it to be to function to your standards.
Be that boss b*!