Leading Large Teams: How to Manage 50+ Direct Reports In an Open Office or Factory Setting

Edited By Brandi Neal, Radical Candor podcast writer and producer, and director of content creation for Radical Candor. This article about how leading large teams in an open office of factory setting has been adapted from the Radical Candor podcast S7, Ep. 10 transcript about the same topic.

Managing a large team in an open workspace or factory setting presents unique challenges, particularly when it comes to building strong relationships and maintaining clear communication.

While conventional management advice often assumes a small team and a private office, many managers oversee dozens of employees in varied settings.

The key to success? Creating scalable systems for communication, problem-solving, and feedback.

Amy Sandler, principal coach and Radical Candor podcast host, explored this issue with Kim Scott, author and co-founder of Radical Candor, who emphasized that “human beings do not scale, which is why relationships don’t scale.” However, culture does.

Managers who foster a culture of communication and accountability by practicing Radical Candor can ensure that employees feel heard and supported—even on large teams.

Need help with feedback? Let’s talk!

Table of Contents

One Manager, Many DIrect Reports, Zero Privacy

The Question:

I frequently work with manufacturing teams where managers often have 30 to 50 direct reports on the shop floor. What is your recommendation for how to do effective one-on-one meetings in this environment, where there's often not an office or place to talk privately? 

Having great one on ones is easier to do when you've got three to five direct reports and work in an office environment. But I'm curious as to practical tips and tools you recommend in a manufacturing environment with a large number of direct reports, and with a large number of direct reports in general. Thank you.

Build a Culture of Listening with an Ideas Team

One of the biggest challenges in managing a large team is ensuring that employees have a way to voice concerns and share ideas without overwhelming the manager. Scott recommends creating an “ideas team,” a group responsible for collecting and prioritizing suggestions from employees.

“If you took questions and criticism from all 50 people, you’d burn out almost instantly,” Scott noted. “The ideas team will figure out which ones are going to have the most impact, which are the most important to fix, and then they can ask the manager for three or four actions each week—not 30 or 50.”

In environments where technology access is limited, physical solutions, such as a suggestion board or an idea box, can serve as effective alternatives.

Walk the Floor and Engage Employees

Traditional one-on-one meetings may be impractical with a large team, but that doesn’t mean managers should be disconnected from their employees. Instead, Scott recommends “management by walking around,” a leadership style that dates back to Abraham Lincoln.

“You want to walk around and notice someone you haven’t talked to before. Stop and ask, ‘How’s it going? Is there something I could do or stop doing that would make your day better?’” Scott said.

Relationships don’t scale, but culture does.” — Kim Scott

This approach helps managers stay attuned to workplace conditions and employee concerns while demonstrating accessibility. However, Scott cautions that managers must be mindful of how their presence is perceived.

“When you first start, people might be nervous, wondering why you’re suddenly checking in. The only way out is through—you have to prove over time that you’re not there to punish but to support.”

Make One-on-One Meetings Short and Impactful

While full-length one-on-one meetings may be impractical, Scott suggests scheduling three 15-minute meetings each day with different employees. Over time, this allows managers to connect with everyone on their team.

“You’ve got to have low expectations of how much you can say in fifteen minutes,” Scott acknowledged. “But in that time, focus on listening. Ask, ‘What’s on your mind?’ and give them space to answer.” If an employee hesitates, she suggests allowing a few moments of silence: “People will think of something to say if you give them the time.”

In open environments, if you and your direct report like to walk and there’s a good place to take a walk near the office, make them walking meetings. If you both want to grab a coffee, meeting while doing that. Get creative.

Additionally, Scott warns against taking on every problem employees bring up. “Someone might come in and say, ‘This machine is broken. Why haven’t you fixed it?’ Your job isn’t to fix it yourself—it’s to help them figure out how to get it fixed.”

Encourage Peer-to-Peer Problem Solving

Managers can’t handle every interpersonal issue, which is why it’s crucial to build a culture where employees address concerns directly with each other.

“The most scalable thing is to create a culture in which, if you have a problem with someone, you go talk to that person directly,” Scott said.

If that doesn’t resolve the issue, they should approach the manager together. This approach reduces unnecessary managerial intervention and fosters accountability among team members.

The Bottom Line: Focus on Systems, Not Scale

Managing 50 or more employees in an open office or factory setting requires a shift in thinking. One-on-one relationships may not scale, but systems for listening, problem-solving, and communication can.

By implementing an ideas team, practicing management by walking around, scheduling short but impactful one-on-ones, and fostering a culture of direct feedback, managers can create a thriving workplace where employees feel heard and supported—no matter the team size.

Need more advice? Join our Radical Candor Community, or email us at advice@radicalcandor.com.

Join the Radical Candor Community

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