one on one meeting

Previously, we’ve talked about Performance Reviews in great detail.  One of the key aspects of a good Performance Review Process is to have periodic one on ones with your direct reports. As a new manager, this is especially important since it will help you make an impression on not only your direct reports but also on your peers and upper management. An effective one-on-one is the best way for a manager to not only share feedback but also engage with their employees.

What is a 1:1?

A 1:1, or One on One, is a meeting between two individuals, most frequently between a manager and an employee. This can be about a range of topics but is generally about work-related topics such as goals or tasks. However, it is also a personal space where you as a manager can help develop your employee’s professional skills and help them with issues that may be plaguing them in their personal or professional lives. It is beyond what a work meeting will go into, by delving into personal matters and allowing for venting if necessary.  

When should a new manager host a 1:1?

Knowing when to host one-on-ones as a new manager could definitely seem intimidating. One of the most important tasks of being a new manager is getting to know your team members in respect to your new relationship. In addition to that, you should be having at least two or three of these meetings with your team members each month. Some companies like to have 1:1s every week! These meetings need to be regularly scheduled and held to allow for increased communication between yourself and your direct reports. Each of these meetings should be scheduled for between 30 minutes to an hour. Finding that perfect amount of time can be tricky. If it’s too long, neither if you will be efficient and will get bored quickly. Too short, and you may rush through a meeting and not sufficiently discuss all of your planned topics on the itinerary. I recommend starting with a 45-minute meeting and adjusting from there depending on how the two attendees felt the meeting went.

What should a New Manager say in a 1:1?

Generally, a good 1:1 will have a few different topics discussed. Some of these goals can include goal setting, previous tasks, current tasks, future tasks, as well as personal issues. Keep in mind that communication of any type is important. However, the first 1:1 should definitely be for you to set goals, introduce yourselves, and get to know each other. The tone of this meeting can set the tone of your entire working relationship for the future. This especially applies to new employees, since this is how you create a first impression and introduce them to company culture.

This first 1:1 should allow you to really create a personal connection with your employees. One of my mentors used to say that “They don’t care what you know until they know you care.”  This applies to your management relationships as well. According to Forbes, Employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work.  Some of the questions that you could ask are, “What can I help you with?”, “What makes you feel valued at work?”, “How do you work best?”, or “What do you want to know about me?” Personal Connections can really help you understand what makes your employee unique, such as their talents, interests, or skills. However, it is important to still maintain professional boundaries. Keep your wits about you to not only protect yourself and your company but also to avoid making your direct reports uncomfortable. Remember, the goal is to make your employee feel welcome and brought into the company culture, not to scare them away. According to Forbes, disengaged employees can cost U.S companies up to 550 Billion dollars per year. Try to engage them, but don’t scare them off. This doesn’t mean don’t be vulnerable with your team. It just means that you shouldn’t gossip or share personal information that isn’t pertinent to your role as a leader or the role itself. 

With these tips on the ideal starting 1:1, you should be able to begin these meetings with your staff, even as a new manager. Start slow and be friendly. You were made a manager for a reason; you have the skills. You just need to apply them to these meetings and without a doubt, you will be able to start a very fruitful working relationship.

LinkedIn News recently published an article about Walmart’s $200k store manager problem. The article shines a light on the fact that simply paying higher salaries doesn’t necessarily create great leaders. 

Leaders at Walmart realized that they needed a multi-pronged approach to developing reliable, effective managers, so they started investing in manager training and coaching to help develop their managers.

Walmart is learning the same lesson as many businesses: great leadership requires investment and effort. I’m going to cover how we got into this position and what we, leaders in organizations, need to do to minimize the learning curve of a new manager becoming an effective leader.

The rapid increase in job transitions over the past few years (sometimes called The Great Resignation) has caused people to rethink their priorities for work. 

Some people qualified for leadership roles have learned that they just don’t like the responsibilities of being a leader.

Some new managers from outside the company fail to understand or adapt to the culture, and therefore struggle to get buy-in from the new teams they are inheriting.

Some new managers have never managed before. Their promotion to a management role is an opportunity for growth, but instead, they aren’t provided the guidance on how to effectively lead. 

These are just three examples of how manager development can go wrong. Without a strong system for training managers, replacement and resignation can rapidly spiral out of control and have long-term consequences on company culture and productivity. 

I recently wrote about how to maintain you’re a-game as a leader, where I described how many universities have downgraded degrees in management into co-majors or tag-along credits instead of being its own degree path. This happens because most recent graduates aren’t being hired to manage people so for universities to boost their placement rates and starting salary rates, it is more advantageous to train students in degrees that companies need from recent graduates right now. This shortsighted approach to management training is one of many contributing factors to the very issues facing companies today. 

The dearth of up-and-coming managers has led to greater turnover for both managers (e.g., they struggle with the transition) and the direct reports in their charge (they aren’t going to put up with a bad boss). This self-sustaining cycle of turnover can wash away company culture in months and take years to rebuild. 

1.       Equip managers with the tools and data to better understand their direct reports

There is no such thing as an effective one-size-fits-all management philosophy. That mode of thinking contributes to turnover.

Why?

Because people are driven by different motivations at different stages in their life.

One metric that we measure at Ambition In Motion (AIM) is Work Orientation. Our custom assessment measures what drives you at work and helps you understand how your work should fit into your life.

Some people are motivated by professional growth (Career Oriented), some people are motivated by work/life balance (Job Oriented), and some people are motivated by the value of their work for changing the world (Calling Oriented). Everyone has a mix of these motivations, but one type usually stands above the rest for an individual.

If you understand the Work Orientation of each of your direct reports *at that moment in time*, you can craft your leadership style for that person based on what drives them.

And that “at that moment in time” is important because Work Orientation is fluid. Unlike personality, which is generally consistent throughout life, Work Orientation is constantly in flux. Life events (starting a family?), professional events (getting a promotion?), epiphanies (deciding to start your own business?), influence from friends and colleagues (friend’s company has gone completely remote while yours hasn’t?), and more will mold your Work Orientation over time. Our job as managers is to be on top of these changes and adjust our leadership style and actions to manage your direct reports at that moment in time.

A good start for preparing to manage direct reports is reading about it. I’ve written about How to Manage Career Oriented Direct Reports, How to Manage Calling Oriented Direct Reports, and How to Manage Job Oriented Direct Reports in the hyperlinked articles.

The other big tool to equip managers with is a system for observing whether their perception of the workplace, productivity, and culture is shared by their direct reports. When leading a team, it’s difficult to get out of your head. This tool gives them the ability to observe and understand whether the team members agree (or disagree) with the manager’s assessment of individual productivity, team cohesion, and other metrics.    

This information is critical because perception gaps cause people to become disgruntled. People tend to judge themselves on their intentions and others on their perceptions. I was five minutes late because traffic was absurd today and nobody could predict it; you were late because you don’t care about being on time. Finding and understanding your perception gaps help you find real solutions.  

Managers need to understand where their people are coming from and empathize with their direct reports (and provide clarity) when there are gaps.

My team and I developed AIM Insights to identify the most important metrics for managers to understand their direct reports and cut through the noise. AIM Insights collects and measures everyone’s perception of their: task performance, team cohesion, team productivity, organizational citizenship, and manager performance.

If a direct report feels like they aren’t performing well, but a manager thinks they are performing great, this indicates that the direct report lacks clarity as to what success looks like in his role. Once the manager has this information, they can clarify expectations for that team member and help support long-term productivity and engagement.

And vice versa, if a direct report feels like they are performing great, but the manager disagrees, that indicates that the direct report lacks clarity as to what success looks like and that the manager must clarify expectations and help the team member improve their work.

2.                   Train managers how to act on that data and make their direct reports feel heard

The number 1 issue with any performance management tool in any HRIS platform is equipping managers with the training to interpret and act on the data to make tangible improvements. 

If a company surveys its employees but then doesn’t equip managers to do anything with that data, that company is wasting its employees’ time, creating frustration, and depleting engagement. 

Why? 

Because that data isn’t just for the executive team to review quarterly or annually. That data needs to be acted on!

If managers don’t identify productive actions from the data, there is no incentive for the direct reports to give an honest response, if they bother to respond at all. 

Therefore, it is critical that companies, if they ask for survey data from their employees, train their managers on how to interpret the data and have effective 1:1’s with their direct reports based on that data.

3.                   Actively coach managers throughout their tenure and support the need to adapt to the ever-changing nature of leadership

Leadership is an ever-evolving field. Economies are changing. Consumer demands are changing. Employee demands are changing.

Reviewing the employee salaries and benefits packages of companies even as recently as 5 years ago has drastically changed between now and then. What might have been thought of as outlandish and unnecessary is turning out to be required of job postings (my local Uhaul has a billboard that says “start today. Get paid today.” which was unheard of 5 years ago). 

Managers should be coached throughout their time as a leader with an organization, not just when they attend random offsite training. Leaders can’t just wait for the company to hire a speaker or host an event when they need to handle difficult circumstances. Life doesn’t consider the optimal timeline for you to get the training just in time. Sometimes stuff happens you need to be ready to handle it. 

Building rapport and offering consistent guidance helps managers handle the seemingly insignificant issues and builds the foundation for ensuring they won’t turn into massive issues.

Getting new managers to become effective leaders takes time. It isn’t easy and it isn’t obvious. Hopefully, these tips help your company excel and thrive in the future.

Employee Turnover is one of the most irritating and damaging problems that a business may face. There are a few reasons that this can occur, but luckily, most of these reasons can be easily rectified or ameliorated. 

                Employee turnover is the phenomenon in which an individual leaves their position for another position, or to be free of the workforce. There are traditionally two types of this. The first type of turnover is voluntary turnover, which is when someone chooses to leave their position. Examples of this can be retirement, seeking a higher position, or taking time off to take care of a family.

                The second form of turnover is involuntary turnover, which is when someone is forcefully relieved of their duties. This is often initiated by an employer or human resources. This can include being let go, fired, demoted, or a few other actions. 

                According to the Bureau of Labor Statistics, most industries have a turnover rate of 19%.  A turnover rate is calculated by taking the number of employees that leave within a specific period of time by the average number of employees working in that time frame. The lower this rate is, the better it is for the employer. 

                The hiring process is not an easy one for a manager, nor is it inexpensive. The process of hiring the best possible candidate includes a few tasks. Not only does this job have to be posted and then advertised, but then needs to be screened for and interviewed. All of these cost large sums of money, estimated to be on average about a third of the employee’s yearly salary, which equates to around $16,500 in many cases. In addition to that, it costs time and money to train new employees and then set them up with corporate devices, insurance, and any other plans they elect to sign up to.  Turnover also has the unfortunate aspect of reducing productivity due to fewer hands on deck. 

                Turnover is often easily avoidable as well.  According to the Work Institute’s 2017 Retention report, 75% of the reasons for employee turnover can be prevented, many of which can be blamed on poor management. Employees often choose to leave because of a lack of challenges, feeling underappreciated, or bored. However, they also leave due to poor communication, lack of advancement, mistreatment, or being overworked. 

                Fixing some of these problems can help increase your retention rate, and consequently decrease your turnover rate. However, understanding that the fault can fall mainly on management is key to helping improve retention. Executive coaching programs such as Ambition in Motion’s AIM insights can help your managers learn about commonly made mistakes, along with how to avoid them. AIM Insights also offers executive mastermind groups, which function similarly to Masterclasses. 

                The following problems are three of the reasons that most frequently cause employees to leave, along with some suggested solutions.

1.       Unclear Job Descriptions that do not portray a position accurately

This can be rectified at the source of the problem. Have your current direct reports have a hand in designing these job position descriptions. They understand these positions the best since they work in them every day.

2.       Poor compensation

This is often difficult to fix since your company may not always be able to simply add more money to the payroll budget. However, it is important to understand how to give fair and adequate compensation. This should be given based on experience, skill, and how much you expect out of them. Do not expect someone for who you are paying the bare minimum to go above and beyond in every task you give them

3.       A Lack of career advancement opportunities

There is a certain type of employee known as a career-oriented worker. These individuals strive to gain advancement and continue working. Without any promotions or opportunities for advancement, they tend to lose interest and will look elsewhere for jobs. Do not be afraid to give more opportunities to your employees. Have faith in them.

 Better communication will also almost always help with issues related to trouble retaining employees. According to a report made by TinyPulse on employee retention in 2018, there is a 16% retention rate decrease for employees who aren’t receiving or giving feedback. 

A good 1:1 can not only give your employees feedback and a feeling of appreciation and recognition but also show you as a manager what you need to improve in order to retain your employees. Regular and honest communication will show your employees that their help is valued and that you care about their growth as a direct report as well as a person.

A good onboarding program can work wonders as well. In a survey by CareerBuilder, 9% of employees who have left their company blame it on a poor onboarding experience, and 37% of those employees say that their managers weren’t even present during the onboarding.  More details will follow about how to create an effective onboarding process, but at the very least, make it as thorough as possible for your newer direct reports, and be present and attentive at these meetings.

Through communication and improvement, you can keep your turnover rate as low as possible, and succeed in the workplace. 

Business Innovation is defined as an organization’s process for introducing new ideas, workflows, methodologies, services, or products. The primary objective for business innovation is to maximize revenue, while also working for brand perception. 

            Companies such as McKinsey and Accenture deeply value innovation, with both citing over 80% of their executives believing their future success to be dependent on innovation. However, a growing concern among executive leaders is that not enough people are defining innovation as a strategic priority.  So the key question for managers is “How can managers propose and then continue to implement new ideas?” 

            When proposing an idea, it is important to sketch out what problem this idea will address. This is a concept drawn from Harvard Business School Professor Clayton Christensen’s Jobs to be Done Theory, which talks about creating a product to fill a need. While your idea may not necessarily be filling a consumer’s need, it could be benefitting the business in some capacity. 

            An idea doesn’t necessarily have to be new either. The Yellow Taxi concept in New York City has been around since 1907. However, many consumers raised concerns about the scarcity of the taxi, as well as prices. Consequently, in 2012, Garrett Camp, Travis Kalanick, and Ryan Graves created UberX, which raised millions of dollars within the year, and has become a ubiquitous name in the transportation industry. 

            After finding a target problem to fix, managers can then think about how they want to fix this problem. The four most common aspects to consider when attempting to solve a problem in terms of business innovation include the delivery process, location, costs, and participant experience.

·       The delivery process includes how a product or service is delivered, which includes a timeline of when it is delivered. It also can refer to how convenient the process is for either the clients or the vendors.

·       The Location describes where a product or service is offered. 

·       Cost often makes a significant difference in company expenditures. Determining how to offer a product or service and differentiating it from other companies with a lower price can improve company efficiency.

·       Participant or Customer Experience is one process that may not necessarily drive up profits but is worth its weight in gold for a different reason. If direct reports are happier with a process due to its lack of stress or lack of difficulty, it puts the company in a much better light in terms of recruiting.  

Once managers have come up with the idea and planned it, they then have to consider the rigors of implementing this idea. However, the implementation of an idea within the business innovation process can often prove to be as challenging if not more so than the planning phase. 

            In 1991, consultant Geoffrey Moore published Crossing the Chasm, a book that gave many high-tech startups a marketing blueprint to give their product the initial traction needed to reach the majority of the market, and not dying in the “Chasm”, a term coined for the gap in time between the early adopters and the majority, 

            An idea in the workplace will work very similarly to the technology adoption life cycle. This cycle can get very confusing, but at its core, it is a bell curve distribution.

            Think about when the iPhone was first released. Did it instantly make it throughout the market? No, since everyone loved their Blackberries and Nokia Phones. It took a while for it to make its way into the population. An idea behaves in a very similar method as well. Some people within the workplace will instantly gravitate to the idea and acclimate to it quickly. However, there are other employees who may take longer to warm to the idea. These are often employees who have been in a position for longer periods of time or have more experience within the field. 

            Clear communication with direct reports after proposing an idea will give managers- and the idea- a lot more support.  There are a few key actions that managers should take during this process as well to help improve reception.

1)     Post throughout the workplace and online- disseminating information in clearly written correspondence will inform everyone about the change in policy. Explain what actions the business will be taking to implement the changes, and also set goals that have to do with this policy, such as trying to fully convert to the new policy within a certain timeline. As always, your goals should be SMART goals.

2)     Explain why these changes were made.  Being open with your employees about what prompted management to make these changes can help them empathize and potentially recognize how management is trying to help them. For example, explaining that a change in policy will make a task about twice as fast as before will definitely appeal to them. 

3)     Provide a way for employees to raise concerns about the implementation of an idea. It is completely okay for an idea to be changed following concerns from employees. It is also entirely possible that an idea may not necessarily be completely perfect for a workforce.

4)     Offer training sessions to help supplement postings of the new policy, especially if it’s a massive procedural change. Employees need to be fully informed in order to properly follow policy. 

5)     Review the changes periodically with employees in 1:1s and use quality rating systems to both evaluate and be evaluated on how well the change has worked for your employees. AIM Insights can assist a business in this by integrating with HRIS software and allowing employees to both be reviewed and to give feedback.

Change can be scary, but can make a big difference in how a company functions, as well as how well they do. Don’t be afraid to make this change.               

Good managers are good listeners. As a manager, it is crucial to practice active listening to make the best decisions for an organization or team. Rather than simply hearing the words an individual says, managers should practice active listening through demonstrating genuine interest and undivided attention with their members. In active listening, managers should focus on hearing the communication beyond the explicitly stated words but understanding feelings, intentions and underlying messages. In any industry, encouraging managers to practice active listening deciphers opportunities for growth and learning that may result in increased customer and employee satisfaction. 

Leaders must practice thoughtful, active listening to foster a collaborative and thriving work environment where employees feel valued. When employees feel that they are valued by the organization, they demonstrate stronger organizational commitment and job performance which leads to increased job satisfaction. With the necessity of technology in the workplace, work from home, and hybrid cultures of companies, active listening skills in the workplace have depleted. 

When communication habits shift from in-person to online chat, communications become far less effective. Without face-to-face contact, 93% of communication is lost from nonverbal and vocal communication, leaving a mere 7% left to recognize opportunities for growth and learning. Albert Mehrabian, a body language researcher, led a research campaign to discover what portion of communication is based solely on diction. Mehrabian found that 55% of communication is non-verbal cues, 38% of communication is vocal, and only 7% is from specific words.Through using video calls, individuals may be able to recover effectiveness in conversation through vocal and non-verbal cues but, most will continue to struggle with active listening. 

Although convenient, using online chats and emails as the primary conversation medium significantly diminishes the efficacy of communication attempts. Leaders must find creative ways to combat these changes to uncover hidden growth opportunities and team discrepancies. The subtle art of reading undertones and ensuring psychological safety to team members reflects within team culture. Managers can enhance their active listening in the following seven ways:

As is human nature, it is expected that we hear an individual’s words but only sometimes comprehend the underlying objective or purpose of the communication. Managers should be deliberate in decoding communications to find the concealed message within an interaction or suggestion from employees. Additionally, managers should be aware of differences and communication barriers between cultures. When working in international settings, leaders must consider the cultural norms and barriers that could affect communication effectiveness. 

2. Be Present

Actively listening to direct reports requires undivided attention and devotion to hearing what employees are saying. This means minimizing distractions, eliminating interruptions, and thoroughly thinking and understanding not only statements made but also body language and verbal cues that showcase the intent behind the communication. Being a present and engaged listener will aid the leader's contact with the team by valuing thoughts, opinions, and experiences. 

3. Prioritize Psychological Safety

For a strong team, diversity of thought and diverging opinions are invaluable. To encourage these crucial conversations, managers must create an environment of psychological safety that will enable direct reports to come to leaders with ideas, suggestions, and experiences that managers may use to better an organization. Those who are unaccepting of others deteriorate psychological safety within a team. In creating psychological safety, managers need to focus on empathy, support and understanding amongst all team mates. 

4. Withhold Judgment

To be better active listeners, leaders should avoid instances of judgment by entering each conversation with an open mind. In these conversations, managers should avoid responding to suggestions with defensiveness or hostility. Instead, take each conversation as a learning opportunity rather than a personal attack. Open mindedness and improved relationships with team members will enhance problem solving and creative thinking team-wide. 

5. Cultivate Empathy

An essential part of active listening is cultivating empathy and understanding for those around you. Managers must prioritize a culture of empathy by being understanding and adaptable to their employees. Adding to a culture of compassion, leaders must focus on making every team member feel valued and welcomed. Once a team has established a culture of empathy, all members will grow as active listeners, streamlining communication for all parties. 

6. Ask Questions

In practicing active listening, asking questions is imperative to thoroughly understand the topic. Asking questions demonstrates genuine care and interest in the case, leading employees to feel heard and understood, even if their suggestion is not implemented. In asking questions, prioritize creating a conversation of open dialogue, with explanations and reasoning on either side, to encourage a culture that welcomes diverse opinions and embraces mistakes, allowing for further growth and success. 

7. Ask for Feedback

Managers seeking feedback on their active listening skills are crucial for team growth. Regardless of the industry or specific role, all leaders must be good communicators, meaning strong listening and speaking skills. One without the other will not foster the productive work environment that makes groups successful. Managers should consider their self-awareness and seek opportunities to grow in the communication field. To collect this feedback, consider using AIM Insights, which will provide continuous feedback for all organizational levels, enabling constant improvement.

 Leaders may encourage the process of prioritizing psychological safety for active listening by establishing group norms or policies within their team. For example, a manager may have an “open door policy” to welcome any concerns, questions, and suggestions from employees. Other managers may cultivate this through weekly team-wide discussion meetings that allow individuals to share their concerns. In determining which approach is best, leaders need to evaluate their teams  to determine which route is most impactful for their team.

Throughout the process of improving active listening skills, managers should remember that changes may take time to happen. It takes time for trust to be fostered within a team and psychological safety to develop. Growth paths may not always be linear, but should have ups and downs and obstacles along the way. By actively listening to feedback, managers can find the next step forward for bettering their team. 

Effective communication is a key component of successful leadership, and an important contributing factor to developing effective communication is word choice. Carefully chosen words when communicating can help to empower, motivate, and guide teams more effectively. While many managers recognize the importance of word choice, it can be difficult to identify areas of improvement. 

When communicating with a team or direct reports there are two main considerations: what to say and how to say it. While the message is incredibly important, how the message is communicated can directly affect how it is received and interpreted. Being conscious of how words can be used to properly communicate messages is an important skill for managers to develop. 

These are some strategies to consider when communicating with a team and direct reports: 

Replacing words that undermine a leader's confidence is an important word choice consideration. Weak verbs should be substituted for more confident phrasing such as “we will”, “I know”, or “I believe” to convey reassurance and empowerment to a team. Dedicating time to developing more assertive language will help to improve team buy-in and can even contribute to improved self-confidence. 

A common way that managers compromise their confident word choice is through over-apologizing. While it is important for managers to be conscious of when they have made a mistake and to own their actions, over-apologizing can be a detrimental habit. Continuously apologizing for a mistake can present miscommunications and decrease credibility tremendously. Ultimately, over-apologizing spends unnecessary time and shifts managers away from their confident word choices. 

2. Be Concise 

Avoiding overly complex language and unnecessary jargon is a great practice for creating concise wording. Simplifying word choice can help ensure all team members understand and avoid confusion. Choosing specific words that are simple yet effective will also make communication more efficient. 

When developing more concise language, eliminating idioms and metaphors can also prove beneficial. If a team member doesn’t understand a figure of speech or is unfamiliar with it, the phrase can lose its meaning and cause a lot of unnecessary confusion. Working to avoid such phrases can help ensure that everyone understands the message while eliminating unnecessary words that take up additional time. 

3. Take Time 

Devoting time to consider proper word choice is an underutilized practice. If an instance occurs that seems difficult to navigate and may not have a ‘right answer’, don’t feel pressured to respond right away. Stepping back and communicating that more time is needed before providing a firm answer can help to ensure ideas are communicated correctly. 

Taking time to carefully consider a response can be done with both written and verbal communication. While more commonly implemented for written communication, stepping back from a conversation can be used with verbal communication similarly. During the conversation, indicate that more time will be needed to properly consider the next steps and provide a specific timeline of when they can expect a response. Clearly articulating the future steps is necessary to ensure that both parties understand when the situation can be resolved. 

4. Specify Terms 

When communicating with a team, specificity is key to ensuring everyone is on the same page. Terms such as ‘commitment’ may be interpreted differently across a team. To one team member commitment to a project may mean staying over time until completion, others may interpret commitment as delaying other projects until further notice. Being specific about how the team should be committed to the project would provide more unified results. Similar terms such as punctuality can also have varying interpretations across a team (or even between a manager and an individual). Clarifying expectations and being conscious of these words can help to ensure everyone has the same understanding. 

Avoiding standardized responses to team members can also work to improve specific word choices. Rather than telling a team member “I will look over your work and get back to you”, more concrete language should be used “I will review your work and provide feedback by Wednesday”. Articulating more specifically what the team members can expect will help them to feel more valued. Using generic language will leave increased ambiguity for team members and create an uneasy environment. 

5. Positive Intent 

Articulating a positive intent when communicating with a team is vital to improve morale. Even during difficult times, shifting language to have a positive frame will motivate employees.

When developing more positive word choice while relaying constructive criticism, avoiding the negative construction of sentences should be implemented. Words such as just, try, and maybe are passive words that aren’t empowering to a team. Using phrases like “we will’ gives a much more positive energy. 

6. Inclusive and Respectful 

Specifcially when communicating within a team setting, leaders must be inclusive of everyone. Utilizing words that address the group as a whole will ensure that everyone is prioritized throughout the meeting. 

Avoiding unintended microaggressions is another key aspect of developing inclusive and respectful word choice. Addressing personal unconscious bias can work to consider how they may be present within word choice and help to take steps for more inclusive wording. Employee engagement and sense of belonging can be diminished when there is a lack of inclusivity and respect from their managers. By carefully considering word choice, managers can ensure everyone feels comfortable within the workplace. 

Identifying strategies for improving communication is incredibly important in making adjustments, however, it is equally important to develop a plan to ensure consistency and proper application. An effective way to improve word choice is to model communication off of executives who are well-known for their communication skills. Finding executives with styles of communication that are effective can give inspiration on how to handle difficult situations or even more day-to-day examples. 

A word choice reminder is another method that can be used to ensure consistency. Designating certain items such as a bracelet or ring as a word choice reminder can be a way to constantly form these beneficial habits. Even more directly writing a note or daily phone reminder to keep word choice in mind throughout the day can effectively make these adjustments. 

When considering these strategies it is important to develop tangible ways to 

Practicing the implementation of proper word choice strategies is one of the most effective ways to ensure improvement. Role-playing a scenario with a peer or coach can help to thoroughly consider the precise wording to use when tasked with communicating difficult messages to a team. During these practices, peers or coaches can help to provide feedback and continue to ensure effective communication. 

Managers who recognize the impact of word choice can positively contribute to the improvement of their work environment. By developing strategies and concrete improvement steps, managers can enhance their communication skills and build a stronger team. Remembering that the words managers choose can have a direct impact on the productivity of their team will guide the team to be more effective and cohesive. 

Confronting a star employee who is excelling in their current role but may not be quite ready for a promotion presents a unique challenge for leaders. On one hand, acknowledging their exceptional performance is crucial for maintaining morale and motivation within the team. On the other hand, providing constructive feedback about their readiness for advancement requires delicate handling to ensure it doesn't undermine their confidence or commitment.

Leaders who take a structured approach to these difficult conversations are far more successful at handling them. Success looks like not only maintaining a positive working relationship after the conversation, but also laying out a plan for future growth. 

Done right, it’s a win-win approach: The employee leaves with a clear understanding of where they stand, feels valued, and is equipped with a plan that motivates them to move forward. The organization also increases retention and engagement. The key is to approach the conversation with empathy, support, and a growth mindset. What does this look like? 

Start by acknowledging their efforts, validating their feelings, and assuring them that their hard work hasn’t gone unnoticed. Shift from a mindset of delivering bad news to one of developing shared understanding and distinguishing between the skills they are excelling at now as an individual contributor and how change as they develop into new leadership positions. This compassionate approach can ease the disappointment and foster a more positive, open dialogue.

For example, you can say: “I recognize how hard you’ve been working and the dedication you’ve shown in your role. I know you were looking forward to a promotion, and I want you to know that I see and appreciate your efforts. I also wanted to distinguish that the type of work that needs to be done in a promoted position is different from the work you are currently doing and I would like to see you excel in some of those strategic tasks before we move into the promotion.”

2. Support

This conversation is not merely about explaining why the promotion isn’t happening now; it’s an opportunity to affirm your belief in your employee’s abilities and potential.

Outline the positive aspects of their work. For example, you could say, “You’ve demonstrated excellent skills in your current area, and your contributions to the team have been invaluable. I believe further development here will position you strongly for a future promotion. Let’s look at what opportunities we can create together for you to develop the skills to get you ready.”

3. Growth Mindset 

Don’t let the conversation end in disappointment but rather in hope for future possibilities. A future-focused mindset will not only help identify what your employee needs to work on but also actively helps them get involved in chartering a path for future action.

You could say, “I see a lot of potential in you, and I believe in your ability to grow into your aspiring role.”

When discussing the specific reasons your employee isn’t getting their desired promotion, you need to address three dimensions: competence, potential, and perception. As you do so, anchor your conversations in where the person is now and what they need to do in order to advance. This focus on “now vs. needed” provides a roadmap that keeps the conversation constructive, supportive, and oriented toward future success.

When discussing an employee's readiness for promotion, it's crucial to consider both their competencies and how they're perceived within the organization. Competence encompasses the specific skills, knowledge, and capabilities required for a role. While acknowledging their achievements and dedication, it's important to highlight areas where further development is needed for advancement. Engage them in evaluating their current competencies and foster open dialogue about areas for improvement.

For example, you might say, "Currently, you're excelling in skill X, which is crucial in your current role. However, to progress, further development in skill Y is needed. Let's explore targeted training or projects to bridge this gap and prepare you for your next responsibilities."

Be also conscientious that by asking them to focus on the strategic leadership skills while still expecting their core individual contributor tasks to be effectively completed that they will initially be stretched a bit and potentially feel overwhelmed. By helping them prioritize their time and how much to focus on each activity, leaders can help their aspiring leaders more effectively manage their time.

Addressing common misconceptions about recognition and promotion emphasize that results alone are not enough. Perception of one's professional image also plays a crucial role. Actions are interpreted by others, and individuals have the power to shape how they're perceived at work.

For instance, you could express, "Many believe that results alone should speak for themselves in terms of recognition and promotion. While results are undoubtedly important, perception of your professional image is equally vital. It's not just about what you do but also how others interpret your actions. You have the ability to influence how you're perceived within the organization."

Overall, when discussing promotion readiness, it's essential to address both competencies and perception. By recognizing achievements, identifying areas for growth, and shaping a positive professional image, employees can better position themselves for future advancement opportunities.

Managing a team is complex and empowering, but becomes difficult when factoring in the intricacies of team relationships. When a team member is charging towards a promotion, it can be an exciting and delicate situation for managers. This situation is especially challenging to navigate when a manager has a good relationship with the individual, but they are not prepared to receive a promotion. Determining how to support their ambition while simultaneously managing their expectations for a promotion requires immense consideration.

Creating a structured plan in advance can help managers feel equipped to handle a situation in which they are unable to promote a motivated team member. Workshopping methods of communicating empathy, conveying constructive feedback, setting realistic expectations, creating an actionable plan, and providing continued support will set managers up for success when leading these challenging conversations. With appropriate mechanisms, managers can communicate promotion decisions effectively while also supporting employees' growth. 

Prior to relaying the news that a team member will not receive a promotion, conduct a clear and objective assessment of their performance. Considering the employee’s current performance, skills, and readiness for promotion can focus the assessment and work to eliminate bias due to relationships with the employee. Regardless of personal relationships with the team member pursuing the promotion, it is important to evaluate tangible contributions they make to the team to ensure a comprehensive understanding of their performance. 

This objective assessment will prepare managers for their conversation with the employee seeking a promotion. Being able to recognize specific areas of strengths and weakness will demonstrate to the employee that careful consideration was given to this decision. Use this step to provide concrete examples during the conversation to help the employee understand the decision from an outside perspective. 

After establishing a complete understanding of the employee’s contributions, take steps to determine the logistics of the conversation. Managers may find it beneficial to communicate the news that a promotion was received in an email prior to a one one-on-one conversation as this can help to mentally prepare their employee for the conversation. Other managers prefer to communicate directly with their team member through a face-to-face conversation. Regardless of how the news is broken, a one-on-one conversation is a necessary element of communicating with the employee. 

When planning the message for this conversation, outline key points to be addressed and reference specific examples. Consider how the team member may react to these points and empathetic responses to their emotions to ensure a productive conversation. 

When beginning the conversation, acknowledge their hard work and strong ambition. Make sure to express appreciation for their contributions and the value they provide for the team. Creating a positive environment early on will set a supportive tone for the conversation. Being empathetic allows the employee to feel understood and valued which is vital for keeping this conversation in a constructive direction. With a compassionate approach, the disappointment from not receiving a promotion can be eased and foster open dialogue. 

After establishing a positive tone, provide constructive feedback to communicate why the promotion is not on the table at the moment. It is important to be honest about the assessment of their promotion readiness while also considerate of their feelings. Since they were eager for a promotion, they likely believe the are prepared for the role. Ensuring that they understand areas that need to be focused on before they are ready for the promotion can help them understand the decision. 

While communicating honest feedback, incorporate specific examples of areas that need improvement or further development. Any skills, behaviors or achievements that are necessary to receive the promotion should be addressed. Along with addressing these deficiencies, frame them as growth opportunities. Using growth focused word choice can maintain a forward focused and positive conversation. 

After discussing areas for improvement, set realistic expectations and actionable steps for a promotion timeline. Be transparent about the company’s promotion criteria and associated timelines. Explain why their current timeline may not be achievable and outline specific steps needed to fulfill promotion requirements. 

Work with the employee to create a concrete action plan with steps needed to properly prepare them. Include specific goals, a realistic timeline, resources, and regular progress check ins. Developing a clear path forward gives them a better sense of direction and demonstrates support for their aspirations. 

Consistent with developing an action plan, to support employee’s growth provide ongoing guidance and encouragement. Dedicate time for regular check ins and implement mechanisms for consistent feedback to continue their progress and address challenges. Encourage the employee to reach out with any concerns and questions that arise on their journey towards their goals. 

In addition to maintaining a strong presence through check-ins and feedback, a key component of providing support comes from positive reinforcement. Recognize and celebrate their achievements throughout their journey to increase motivation and engagement. Maintaining support creates a stronger relationship with the employee and actively increases their chances of success. 

Regardless of preparation, managers may receive pushback from their ambitious employees. Given their strong pursuit of a promotion, they may feel disappointed or defensive. Advanced preparation for these reactions and methods to respond with empathy are vital for ensuring a productive conversation. Acknowledge their feelings, and reiterate support for their goals and continued growth. As a manager, maintaining composure and professionalism are also key during these difficult conversations. Avoid being drawn into emotional confrontation and steer the conversation back towards actionable steps. 

Giving constructive feedback to an eager employee seeking a promotion is a delicate task that requires preparation, empathy, and transparency. By objectively considering the situation, communicating empathetically, and developing growth strategies, managers can help guide employees to success while maintaining a strong relationship. While achieving their current goal of being promoted wasn’t attainable, these conversations can empower them to continue to grow in their pursuit of longer-term career aspirations. 

As the economy reverts back from the 2021 hiring boom, companies are increasingly removing middle managers in favor of one leader for very large teams. For example, as opposed to marketing being led by one middle manager, outside sales by another manager, customer support by another manager, and customer success by another manager, many companies are opting to remove the layer of middle management and have one leader in charge of all of those functions without any leaders in between.

This has led to a major need for companies to increase their focus on helping their employees effectively communicate and collaborate across functions to achieve desired business outcomes. While somewhat redundant, there was still a lot of information handled by those middle managers that is now the responsibility of the employee.

Why have companies opted to remove middle managers in the first place?

The simple answer is lack of perceived value.

The logic behind creating a layer of middle management is that the guidance of a manager of a smaller team that owns and is fully accountable for their outcomes will be greater than if there was one manager for multiple functions within the organization.

This logic is sound if:

This logic doesn’t make sense when:

For example, let’s say we are a recruiting company in 2021 and the market is hot. All the outside sales team needs is a pulse to close deals. There was a process that the middle manager leading outside sales followed to maintain a base level of competence but because sales are coming in from everywhere, bad habits are overlooked.

Fast forward to 2023. The market has completely dried up, and the outside sales team is really struggling to meet their goals. The CEO is begging and pleading for his team to close more deals. The outside sales team blames the economy and all these other factors for why their numbers are down. But in reality, the middle manager in charge of the outside sales team hasn’t been holding her team accountable to the standard business development process they have found to be tried and true. And now she’s out of practice at holding her team accountable, and the team is out of practice taking hard advice from their manager. This is a recipe for failure. 

The CEO then asks the middle managers in other departments to help pickup the slack in sales. He implores his customer success team to focus on upselling current customers. The customer success middle manager says that she is up for the task. She and her team have devised a plan for trying to turn open support tickets and queries into opportunities for upselling. 

The plan looks great, but they run into a brick wall with customer support. The customer support middle manager is incentivized to close support tickets as quickly as possible, and this clashes with the overarching business goals of upselling to current clients. To resolve this, the customer success manager has a 1:1 with the customer support manager. The customer support manager knows that him closing support tickets hurts the customer success managers goal of upselling the existing customers and closing more deals, but mentions that “his hands are tied” because in order for him to achieve his end of year bonus, he needs his time to closed ticket ratio to be under a certain level. They are at an impasse.

The outside sales manager isn’t effectively holding her team accountable, the customer support manager is only focused on his end of year bonus for the metrics he is accountable for, and the customer success manager is stressed out because her team is putting in overtime to try to pick up the slack for the outside sales team but keeps running into hurdles from the support team.

Executive teams look at this situation and have determined…screw it! Let’s remove middle managers and have one overarching manager over a wide group of people so they can adjust incentives effectively and ensure everyone is rowing in the same direction. The executive team can’t guarantee that this new model will be any more effective, but they can guarantee that it will cost a whole lot less to not have all of these middle managers than to have them. 

Their logic is that if it isn’t working with middle managers right now, why keep paying for them?

In order to achieve effective cross-functional communication and collaboration, there needs to be:

If companies cannot effectively achieve all four of these points, they will continue to struggle to achieve effective cross-functional communication and collaboration.