Manage a Team

Your goal is to measure whether the individual and collective goals are being met. This requires striking a balance between:

• Being too intrusive, which risks undermining their motivation.

• Not being vigilant enough, which risks leaving an unpleasant surprise late in the day.

Set Up an Action Plan for Goal Tracking 

Once you have presented your co-worker's goals, you should monitor their progress regularly. Monitoring helps keep your team motivated and builds momentum. The key is to plan formal sessions to exchange information, either one-to-one or during a monthly meeting.

The action plan should break down a series of checkpoints to show progress toward the annual targets. This should include timed milestones, necessary resources, assessment criteria, and metrics to monitor progress.

Define this with your co-worker at the end of the interview introducing their goals.

At the end of the year, you will conduct a review with your co-worker and confirm whether:

• The action plan was followed on time.

• The allocated resources were sufficient.

• The goals were achieved.

Hold Regular One-to-Ones With Your Co-worker

It is time dedicated to each member of your team to:

• Take a step back from their projects.

• Be available to discuss matters.

• Get to know them.

• Provide feedback and show appreciation.

Schedule the meeting weekly or bi-weekly, ideally at a consistent time. It should not last more than an hour. Schedule the session in your calendar, and book a room for each meeting if you don't have your own office.

During the one-to-one, you can follow a to-do list. Update this list between you at each session to create a living record of progress against the action plan. You can offer your feedback and advice for each big item listed to help your co-worker progress and advance to the next stage.

Good habits:

• Avoid holding two one-to-ones back-to-back.

• Block off and allow yourself 15 minutes before the start of the meeting to prepare.

• Begin by checking in with your co-worker ("How are you getting on?") to put them at ease.

• Suggest talking about an issue that is important to them: "Is there anything you'd like to talk about this week?"

Adapt Your Management Style to Ensure Better Communication 

They explain that there are no right or wrong management styles. Instead, the manager should adopt the most suitable style at any given moment according to the person and the situation at any given moment.

• Directive style

A directive manager is more about organization than relationships. They structure their team around precise goals and are solely responsible for decision-making, planning ahead, and remaining in control. Their focus is to build structure!

• Persuasive style

A persuasive manager mobilizes their team towards a common goal. They make decisions and give instructions but explain the reasons behind them. They concentrate on organization and interpersonal relationships. Their focus is to mobilize!

• Participative style

A participative manager works collaboratively with their co-workers. They do not make decisions on their own. Instead, they prioritize inclusion and consensus (e.g., "we" not “I”) and act as an advisor. Their role is to bring people together!

• Delegative style

The delegative manager seeks to develop responsibility among their team members. They take a back seat and let others follow their initiative. Nevertheless, they remain available to deal with different demands. Their role is to share responsibility!

Let's Recap!

• Schedule a monthly team meeting to measure progress against the action plan and objectives. 

• Organize weekly or bi-weekly one-to-ones with each team member to discuss their needs and to-do lists.

• Adapt your management style (persuasive, participative, directive, delegative) to the person and the context.

Now that you are familiar and comfortable with monitoring the performance of your co-workers, we can move on to the HR event of the year: the annual review meeting!