What do you owe your direct reports?
Today's reading is from a short essay by Roger Schwartz. The article may be found in his newsletter Fundamental Change, but the highlights are provided here:
What do you owe the people who report to you? What are you accountable to them for?
An explanation of our reasoning. If you don't explain why you have made certain decisions, you may find your staff make up their own explanations. The result will be chaos, as everyone generates a different vision of your direction. Take the time to craft your vision statement, and explain why certain decisions are necessary.
Timely feedback. Schwartz suggests that if you have not given the feedback within a week of observing either something good that needs to be recognized or something ineffective that needs to be addressed, you have waited too long.
Identifying your contribution. Your direct reports are in a kind of partnership with you. Explain to them how their performance reflects upon you, and how your effectiveness can help them contribute.
What do you think you owe your direct reports?