Being a manager is very similar to the role that a coach of any sport can have: the difficulty lies in defining what should be done to get the most out of your team and obtain, at the same time, their respect. Because you can clearly impose your view, but the best comes out when they recognise in you a guide.
In general is easy to think about what is the feeling of the team and try to answer questions like: Where to start? What to do? How should I conduct the meetings? What are they looking for? Can they say I have no idea what I’m doing?
And here is where a structured approach steps in.
If like me you like to keep things under control, stepping into a role or a project without a plan or to-do list can be unsettling.
Surely, as we have always said, communication is fundamental and therefore it can be good practice to start with three specific conversations that are valuable for the performance and development of your team.
Be sure to touch base on a regular basis
Keeping a norm on when and how to do this is fundamental. This moment is a weekly or bi-weekly meeting to help resources to solve the week’s tasks and at the same time realign priorities. The aim is to hold them accountable and provide all the support necessary to do their best. It is not a way to work together on topics but a structured moment where each one can share the status of the are where is working and verify the cross impacts on the organisation. It can take place anywhere, on the phone or in person and can last from 15 minutes to a couple of hours, depending on the size. Conversations like this provide insight into your team’s progress and serve as a calibration point for them and for you as a leader. It also gives your team the opportunity to get assistance on specific issues while at the same time making sure their energies are spent on most urgent business needs.
Experience has defined a good framework to start from but, obviously, everyone can cut out the one that best fits their context. The important thing, as said, is to keep in mind that this is a point of synthesis not a brainstorming.
Before the meeting, take a few minutes to review the actions defined in the previous meeting and add relevant notes for the upcoming meeting.
During the meeting, focus on updating in order and for each area the points that were pending and to track the new updates: this is the opportunity for both of you to share any relevant updates. Then realign the priorities and refocus where necessary.
At the end the meeting share the action plan for upcoming period until next meeting. Set breakdown meetings if needed as a follow up.
Give developmental feedback.
Communication is effective if it is regular. Remember to enter into quarterly conversations with eah member of your first line about how they did and what are their future expectations: how they want to grow, where they want to develop, and how to help them get there.
The purpose of this conversation is to maintain adherence with your resources, show them that you care about them, support their development and realign on reciprocal expectations.
Give formal feedback
Despite all other moments of reciprocal feedback, there should be a time when on a formal basis you sit down with your reports and provide a honest analysis of their performance.
The performance review should occur twice a year and is an evaluation of an employee’s performance against individual objectives. The purpose of this meeting is to evaluate your employees’ performance and understand how they are moving toward their long-term goals.
It’s a moment in time to evaluate growth toward current goals and a place to set future goals. Ask each resource to come to the meeting ready to share their findings. The performance review is an effective way to look at the big picture, analysing weekly work items and providing objective feedback on their growth and goals.
