1.  SHOW UP

Managers are busy, busy people.  It’s true.  In today’s hectic business world (or whirled) managers often do not have enough team members and everyone is loaded with work.  Because of this, managers tend to push off on their one-on-ones or tend to cancel…often.  This is not good.  When you cancel or reschedule your time with your team members it has many negative effects:  Your team cannot help support you to reach your goals.  Their time is considered “invaluable” as they are always being rescheduled.  You disrupt your own objectives as team members need leadership, information, authorization, etc.

Continuous cancellations and rescheduled meetings also sends out a very negative message….”I am too busy for you.”,   “I am too disorganized in my own work to make time for you.”

A recent client of mine in a major corporation only gets 20 minutes every 2 weeks to meet with her direct manager, a SVP…As you can imagine, there is a great deal of miscommunication, tardiness on project completion and from the staff members point a view, a sense of isolation and being set up for failure.

Being present for your team, for your goals, for their goals and team objectives is important.

2.  VALUE OF TIME

Your time is very valuable.  Your team members time is very valuable.  Prior to your meeting, every meeting, have your team member come in with an agenda and/or needs assessment.  Review the agenda and add needed items.  If there is not enough time, triage the agenda as to what is the most to least pressing as often both of you will be on a tight schedule.

3.  SET/RE-SET

When you meet, make sure to take the time to set or re-set your expectations.  Be specific.  For example, “Let me see the initial plan next week.”  Bad!  A better example would be “It would be great if I could see the initial plan by Friday morning.  Is that possible?  Also, please check in with me on Wednesday to make sure you are on track or if I can be of assistance.”

As you can see, being specific with dates and times is important.  The same holds true with all your other expectations as well.

How do you like reports prepared?  How do you want your team to communicate with you, peers and other leaders?  What are the specific expectations you want from them?

Also, check in with your team..What do they expect from you?

Remember…it is never too late to re-set expectations.  Just remember to substantiate your point of view if things have changed.  Remember when a parent or loved one said “Because I said so….” when you were younger?  Yuck.  In the professional world, best practice is to let a team member know why an expectation has changed.

4.  FEEDBACK

While you are setting expectations, also provide feedback.  Both negative and positive.

If you have negative feedback be specific and direct and try to be diplomatic.  For example….”I notice you are always late on your projects!”  Not good.  A better example might be to get curious and to learn more….”I notice you have been late on your projects.  There seems to have been a problem with the Jones Project and the Smith Project.  What happened?”

When you ask “What happened?” and get curious, most likely you will learn information that will assist you and your team member to rectify future situations.

If your feedback has a call to action, be clear and follow through.  For example, “There seems to be a major concern regarding your timeliness with completing projects.  I noticed you were late on the Smith and also the Jones Project, even though we discussed these well in advance.  With our discussion, we talked about your concerns and it was my understanding they were addressed.  At this stage, should there be one more late project I will be forced to (notate your file, termination, etc.). ”

Conversely, be specific with positive feedback.  “Great job on the Smith Project.  Our VP was really happy with your work you did on the plan as was I.  Thank you!”

5.  OBJECTIVES AND ACCOUNTABILITY

Does your team member know your objectives?  Do they know the best way to support you to reach your goals?  As a team member, what are some of their objectives and goals you can help support?  A good team has each others backs.  As a leader, how can you better support your team member?  What do they need from you to learn and grow and do good work?  Take the time to check in with each other….I guarantee better communication will help you and your team to grow.

Before you end your one-on-one, set down in writing who is accountable to do what until you next meet.  Both you, as a manager, and your team member will have action items to complete.  What will be your action plan and how will you hold each other accountable for completing next actions?

When we look at objectives and accountability it is about the BIG PICTURE (overall major goals) and SMALL PICTURE (the path to achieve those goals) thinking and actions.