Do You Have Too Many Direct Reports?
How many is too many??
When managers have too many direct reports, the quality of coaching, career development, and communication quickly declines. 1-1 supervision meetings become about tasks rather than comprehensive coaching.
While there’s no hard and fast rule, one thing is clear: excellent people management always takes longer than you think!
In my first management role, I was told to spend no more than 10% of my time managing the staff on my team, so that I could bill the rest of my hours. One widely cited benchmark, the 10 % Rule, suggests managers should spend 10 % of their time on EACH direct report. That means more than 4 or 5 reports can stretch even experienced leaders too thin (Jafferi, 2025).
10% might sound completely unrealistic to you, and again, there’s no formulaic way to approach this.
But if it feels unrealistic, could it be because you have too many direct reports?
Research by McKinsey and others shows that 3–5 direct reports is often a more realistic upper limit. especially in high-complexity roles. McKinsey’s “player/coach” archetype, for example, recommends 3–5 reports due to the intense involvement these managers have in the coaching and development of their team (McKinsey, 2017).
Despite this, many organizations resist adding leadership layers. In flat cultures, proximity to the top executive or executive team is a status symbol. A flatter structure can feel empowering, but it can also create decision bottlenecks, stretch leaders beyond capacity, and weaken employee development. As one article put it: “You just know your organization is too flat when your org chart doesn’t fit on a PowerPoint slide no matter how you organize the slide. (Ellen Bailic, Forbes, 2023).
Org charts aren’t just about workflow. They reflect how people see themselves in relation to others, their status, visibility, and sense of value. That’s why changing reporting lines can trigger real resistance, even when the rationale is sound. Effective organizational change requires both clear reasoning and emotional intelligence.
This is not an easy problem to solve, but here are a few steps you can take to begin to address it:
Three Ways to Address Overloaded Spans of Control
Organizational Assessment
Start by asking managers how they’re doing. How much time are they spending with each direct report? Where are they seeing bottlenecks in their team’s work or growth? Use this data to identify pain points and bring both managers and staff into the process of redesigning the structure. When people help shape the change, they’re more likely to support it.Rethink How Status Is Defined
If status is tied to who reports to whom, you may be reinforcing structures that no longer serve your people or your goals. Instead, build alternative pathways for influence and access. Tools like skip-level meetings, open forums, or regular office hours with senior leaders help employees feel heard—without overloading the org chart.Use Coaching Layers Instead of Traditional Management
Not everyone who supports a team needs to be their direct supervisor. Consider adding internal coaches or development partners who are responsible for performance support, peer relationship navigation, and career growth. Managers still oversee work; coaches focus on helping people thrive in it.
Want these insights sent straight to your inbox? Sign up for the newsletter below!
