Have goal-oriented and clear meetings, only when it is important and necessary.
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Diversify work within the team so that the long term and short term goals are both taken care of.
Show that you trust your team by delegating work and giving people big problems to solve.
Ownership and accountability need to be defined so that your team knows who is responsible for what.
Get a nod or a confirmation on the feedback that is delivered, so that it is clear and the employee hasn't taken away something unexpected or unintended from your conversation.
If the work is reported to be ok or fine by your subordinates, maybe you need to dig in deep and probe more.
The employee reporting to you may be struggling and not providing the true details of the situation.
It pays to highlight the strength an employee brings and then to work on minimizing the weak aspects. Start and work with the impact and value the employee is making to your team.
Instead of hanging on to a bad fit, and prolonging the support to employees who are struggling, it is better to let them go.
Instead of the sandwich approach to provide feedback, try to be direct and dispassionate.
"If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea." - The little Prince
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Rather than having habitual meetings, make them dynamic and result-oriented.
Focus on the problem, and ensure there is a continuous follow-up, giving people space to brainstorm and come up with solutions.
Track your progress towards said goal week by week. This is called continuous performance review.
Weekly status meetings are used in most companies. But you have to be careful with them as they can become pointless very easily if you haven’t set clear goals first.
Are the methods for combining strategy and execution work:
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