If you don’t know where you are going, you’ll likely end up someplace else.
So for many business owning founders (I call them visionaries).
It’s their job to communicate the vision of their business.
Then the team can row in the same direction to help the visionary to get there.
Sounds obvious?
In many cases, I find that the founder hasn’t clearly articulated their vision to the team.
Similarly, your team needs to know what good looks like.
How can they get you there if you haven’t told them what you are aiming for?
They are not psychic.
What you think is obvious is probably not obvious in someone else’s mind.
“I would have assumed that was common sense”.
If you find yourself saying this often, it’s possible that you haven’t communicated the outcome, goal or vision you were aiming for.
When I first started managing a team, like many people, I was under prepared.
I had to learn on the job.
I sought training, advice and read books to keep up.
One fundamental book that I consumed on managing a team is “The One Minute Manager” By Kenneth Blanchard and Spencer Johns.
I like it for its effectiveness and simplicity.
At its core, you need to let your team know what they are aiming for by clearly articulating goals for each member.
Then you need to course correct.
If someone is completing their goals – this is where you should praise them.
I, personally, like to do this openly so others can see what good looks like.
If there is an opportunity to link what has been done well to a core value of the business, I like to do that here also to remind and reinforce the culture we are expecting.
Similarly, if someone is going offcourse, not completing the goal. This is where another course correction is required.
This book refers to a “reprimand”. That’s not my particular choice of wording or style.
I like to let them know what I’ve observed, and ask them to explain what is going on from their perspective. Perhaps I didn’t articulate my goal clearly?
Importantly, if I’m giving them feedback here on how to improve or what was expected, I make sure this feedback is not about them as a person, rather how the task or goal is being executed.
I like to do this type of feedback in private.
Again, if there is an opportunity to link it to a core value that wasn’t adhered to – I use this as the opportunity to share that.
Finally, if I find that I am course correcting for improvement often, that’s a red flag.
Something is wrong.
Either there is a problem with the goal you’ve set (lookup SMART goals) or perhaps this is not the right person for the role.
If you are finding frequently that someone is not aligning with your company core values, then this is unfortunate, because you need to let them go!
Tough, but having someone in your business who doesn’t align with your culture costs your business in the long run.
It’s toxic and anti-culture spreads like a rotten bad apple.
The good news is that if you let a bad apple go – things improve immediately.
Here were my key takeaways:
1. One Minute Goals
Set clear, simple goals.
Both manager and employee agree on what’s important.
The goal should be short enough to read in one minute.
It helps everyone stay on track.
2. One Minute Praising
Praise good work right away.
Be specific about what they did well.
Keep it short but genuine.
This builds confidence and makes people want to do more.
3. One Minute Reprimands
If someone messes up, give feedback quickly.
Focus on the behaviour, not the person.
Be clear and direct, but don’t drag it out.
Remind them they’re still valuable and can do better.
Talk soon,
Lloyd
PS – Need someone to lead your team for you? Let’s chat.
