Clarify the degree of oversight expected
Guiding the management of a project
To distribute tasks, to delegate... all part of a manager's daily
mission. But the mission is more complex than it seems because it is not
enough just to say what is to be done or even to lay out the
goals to be attained. It also involves creating or reinforcing the
conditions for success.
Compare
Remember
Before starting the process of accomplishing a task: imagine it
already accomplished! You can then answer the question, "what would make
us say, at these given moments, that it is advancing
as it should?" and establish the timetable for monitoring. It is
a question of determining what we want to know, and when, rather than
just discovering what happens as it occurs.
Involve your co-worker in defining the timetable
It is up to the co-worker to project himself into the different
stages of a project. By leading him to set the nature of and the
calendar for monitoring, you help him to anticipate the
resources he will need in order to advance, to get past certain
obstacles, etc. You invite him to look ahead.
Agree on how you will follow up
"My door is always open" is not enough! Of course, certain
experienced and autonomous co-workers will be irritated by being
monitored too closely. You need to determine the mode of oversight
that works best for each one (regular meetings to check in,
written reports...) as well as the frequency of your exchanges.
What is important is to have, throughout the whole year, a clear vision of the projects' states of advancement and of your co-workers' possible needs.
What is important is to have, throughout the whole year, a clear vision of the projects' states of advancement and of your co-workers' possible needs.
Evaluation
Each question has only one correct response, but be careful: among the possible responses there is one that is "almost correct" and might make the choice harder!
1 / 3
Increase the chances of reaching an objective
Bill has an
ambitious goal to attain, and you think it would be useful to put a monitoring
plan in place. What do you do?
You propose regular updates in
order to follow the progress and to modify if necessary the action plan.
⚠
Why not? but that won’t really
motivate him, and you will be depriving yourself of his ideas about the
follow-up method.
You ask him: ‘What do you need
in order to achieve your objective?’
⚠
Interesting question, but
broad; it would be better to go directly to the subject that interests you.
You ask him: ‘Why do we need to set key
milestones in order to reach the goal?’
✓
An essential question because
it is your colleague who must look towards the coming months and anticipate
what will be the milestone targets.
2 / 3
Starting a briefing
You have a monthly briefing
with Paul, the subject of which is a mission where you know he is encountering
difficulties. How do you address the discussion?
I feel you are not progressing
as expected on this mission, what's happening?
⚠
⚠
Allowing Paul to
speak first will, straight away, give you more matter to discuss.
So, let me review the state of
progress of the mission. With regards to the planning we defined: How do you
see things today?
✓
A question sufficiently
precise and open, which will allow Paul to express himself. You can then share your ideas
and adjust the action plan.
I have heard you are having difficulties,
we must look at what needs to be done, although, you should have alerted me
earlier.
⚠
Bad start! Paul will
start by asking himself where the information came from, and then start
defending himself.
3 / 3
A collaborator doesn't need to be accompanied
You are the manager of a collaborator
who is very experienced and has been autonomous for many years in his job.
Should you plan follow up briefings with him?
It isn't necessary because he
doesn't need to be monitored while carrying out his tasks.
⚠
Even if this colleague does
his job perfectly well, it is useful to organise follow up briefings: they will
be opportunities to discuss daily routine, share questions and ideas for the
purpose of continual improvement.
Follow up briefings are useful
even for an experienced colleague; they will, though, be less frequent than for
junior or less autonomous colleagues.
✓
There is, of course, no point
seeing each other every week. You could establish together a pertinent rhythm where
you will be able to take stock of what is happening (what's right, what's not
right and what needs to be improved...).
No, there is a risk the
colleague will take it badly and freeze up.
⚠
On the contrary, if the rhythm
and the content of the briefings are adapted, he could then see them as a sign
of attention.
In the case of an experienced
colleague, the follow up briefings could be the yearly performance assessment
and a mid-year assessment.
⚠
But this not the purpose of
the yearly performance assessment, which is just as important, as it will
complement the follow up briefings held throughout the year.
Your score is
0/3
You finished!
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