Follow up

So, you have written down and recorded the goal in some format and empowered your team members to go and deliver. How will you know they are delivering? It’s really important to discuss the next steps and assess their needs based on the skill/will map. If you make commitments, such as training, weekly check-ins or feedback sessions, then make them happen. Lead with integrity and say what you will do and do what you say. 

One of the key elements of any leaders job is to execute a plan. This means delivering against what you have agreed to deliver as a team or whole organisation. To do this you need to keep track of progress and correct any issues or deviations whenever they arise.

How and when

Agree how progress and performance will be measured and recorded. Depending on the type of work or goal, the soltuion maybe different. 

• Project plans and Gantt charts
• Daily huddles
• Real-time reporting.
• Monthly one to ones
• Weekly updates
• Shared drives and documents

Monitor

Now you have the facts, figures and data capture in place, you need to ensure you look at it, and turn up for the meetings. I can't tell you how many times monthly one to ones are resheduled by managers because there is something more "important" going on. Big mistake. Monitoring is important and if succeeding at your goals isn't important to you, your people won't see it as important either. 

Feedback

The easiest performance management tool, yet the one many people find so difficult. If you had a machine that wasn't working, you would want to fix it as soon as possible. Yet when humans are involved, because of the emotional responses involved, many leaders avoid feedback. High performing cultures have a feedback culture. They have the conversations when things go wrong, so they can solve the issues, continuously improve and succeed. Equally, when things go well, great leaders give praise where it's due. They inject fun and celebrations, giving thanks and making role models out of achievers.

Situational

Each person needs to be managed differently. Of course, leaders need to be consistent in their behaviours and approach, but adapt to the situation. New starters or when delegating to people who need more support might require more instructional, teaching approaches. Others might require coaching, mentoring and full autonomy. Knowing your peoples strengths and limitations, meeting them where they are, means you will be better equipped to deal with issues as they arise.