As an executive, how do you find time to get to know your team members enough to understand their strengths, interests, and potential?
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Director of Value Realization and COE Programs in Softwarea year ago
Schedule and Keep 1-1s with them.Talk about things other than work.
Ask them about their 5 year plan.
Give them a project with only the expected outcome. Let them figure out how to get there.
Executive Director of IT Engineering Delivery in Healthcare and Biotecha year ago
Many leaders use the cliche of the "open door policy," to superficially check the box for meaningful discourse opportunities and learning about their team members, but it has to go beyond that. I've seen instances of leaders at all level claim that, but put up a persona where meaningful dialogue is clearly not embraced. Examples include not looking up from their keyboards during sessions, continually looking at their phones, restricted schedules, or even provided the bare minimum of time to interact. This carries the opposite effect, being a disincentive or even morale killer moving forward.I'm a big proponent of Raven and French's five types of power and adhere to the fact that my position as a leader (legitimate power) with the ability to reward or punish (reward power and coercion power) are the weakest forms of power. Referent power is to show the humanity that people need in the workplace. From a simple practice of greeting people in the hallways to taking the time to learning what they are doing professionally as well as personal interests, engagement starts with providing this openness to reaching out. This combined with cultivating experiential knowledge (expert power), will convey a welcoming tone.
As for the how in finding time, you have to carve out time. Period. I engage in one on one coffee talks with all levels of my organization, from interns to senior leaders. Admittedly, some weeks are easier to schedule than others, but even that informal 30 minutes goes a long way. Hitting bigger numbers, the creation of new talent cohorts allows greater exposure and even some fun. We are in the process of planning "Fail Fast Failure Fest" for our associate cohort. Think of this as an an open mic session for leaders to tell of their previous failures and what they learned from it. Imposter syndrome and fear of failure is so prevalent in associate level talent that showing this vulnerability will go a long way in making them feel more at ease.
A additional method I employed was a weekly journal to my staff (I have the benefit of a MA in Writing and a love for it) addressing any topics that came up during the week as well as relevant anecdotes from my past, articles worth sharing, and sometimes just a bit of silliness. This was another way to open the door and you'd be surprised at how many people replied to these journals with great engagement and insight to their triumphs and struggles.
There is no one right way, but carving up your schedule, blocking time well in advance, will help make yourself available moving the open door policy from cliche to operating model.
Director in Manufacturinga year ago
100% correct!
Senior Director Engineering in Travel and Hospitalitya year ago
So True!
Director of IT in Energy and Utilitiesa year ago
Built on top of a consistent, weekly 1:1 cadence (which includes periodically getting into the lower-level details of their work to collaborate and assist them), I believe it is important to have a Career Conversation at least annually (better to do it twice a year). In that Career Conversation, I would ask these questions about what they are enjoying, finding challenging, etc. But, also I would seek to understand their career aspirations and talk through possible next steps.
Finally, I find that some people simply do not know what they want to do in the future - but that's no reason to shut down the discussion. Rather, I've found it very constructive to lead them in a brainstorming exercise with the intent to draw it out - focusing on their current and previous roles and what they like or didn't like about the type of work, etc. In the end I've almost always found that together we can bring to the surface a direction and a way to grow and be challenged.
CMO in Softwarea year ago
My top priority is my team and ensuring I'm giving them what they need to be successful. But, more often than not, it's offering my time. Here are some ways I make this happen:Schedule regular one-on-one meetings with each team member to discuss their work, goals, and interests. These meetings are my top priority and are not be canceled or rescheduled unless absolutely necessary.
Hold team events such as lunches, coffee chats, happy hours, or team-building activities in person or over Zoom. This is an excellent opportunity to get to know my team in a more relaxed and informal setting, ultimately improving overall trust.
Take a few minutes several days a week to check in informally with team members via Zoom or Teams to see how they are and how I can help. This has significantly improved my relationship with my team and my understanding of what they need.
Ask my team questions about their work, interests, and goals. The key is actively listening to their responses, which shows a genuine interest in what they have to say.
I have to remind myself this is an ongoing process. Make it a priority and find ways to integrate it into your daily routine. By understanding your team member's strengths, interests, and potential, you can build a stronger team and help achieve your organization's goals.
Leadership development is one of those “big rocks”. So, when I plan my week, that’s one of the first things I allocate time to. This area of leadership is so important because making the investment in your team members today will pay dividends tomorrow. It’s kind of like saving. When you get your paycheck, pay yourself first; that is, put away your savings/investments first, then deal with your expenses according to your budget. That’s oversimplifying it but you get the gist.
Leadership development doesn’t have to be formal. It can be a weekly meeting or a more casual engagement, whatever works for the both of you, as long as you are conscious of making that effort and are consistent.