Help @principal.name set clear goals for their direct report(s)

This week, provide @principal.name one or two initial short-term goals they should complete as a new manager.

Getting Started

This week @principal.name received a Pyn on learning to manage performance and career development conversations and teams. To support them you should:

• Meet with @principal.name to discuss setting short-term goals (45-60 minutes)

Select goals that are quick wins

Help @principal.name get an early win that’s meaningful and will help others on the team, the organization or our customers. Keep in mind that the goal shouldn’t be a big deliverable. Having an early win helps build confidence and credibility. For example:

The goal is to work with your direct report(s) to develop a [presentation/candidate pipeline/template/etc.] to present to [the wider group] in [6] weeks.  Let’s unpack this a bit further during this 1-1.   

Make sure you provide context by explaining why you’d like to focus on this goal: 

The reason why we want to do this work is because we [....]. In the past we [.....] and [.....]. The result of this was [.....]. 

Part of this exercise is for you both to collaborate on how the @principal.name delegates and sets expectations with their direct report(s). They should make sure goals are clear, measurable, and outcome-focused. 

Ask questions like:

• How would you break down this project? (Planning)
• How will you know you’ve achieved a good result? (Quality)
• What (sub)goals would you be able to hand over to your direct report(s)? (Delegation)
• How would you go about discussing this with or documenting this for your direct report(s)? (Communications)
• When would you like to check in together to discuss a draft plan that includes your direct report’s goals? (Actions)

This is also a good time for @principal.name to formalize how their team works together by clearly outlining how decisions are made, what tools are used, and who is responsible for what.

Tips on selecting a goal

To find an early win, identify an accessible opportunity and make sure that you put enough of your support behind them to ensure they succeed. This doesn’t mean that you do the work yourself; rather, you ensure they have all the resources, coaching, tips, materials, budget and contacts to get it done well and quickly.   

When the win happens, be sure to praise them for their work during a team meeting or other meetings where key stakeholders are present, or over email or Slack with the stakeholders cc’d. You want others to hear about the good work @principal.name has done to build their confidence and motivation and help establish their credibility as a manager.