The importance of carving out separate career development time for your people

When it comes to supporting your team and those reporting into you, it’s critical to remember that your management needs to be individualized. Keeping sacred your 1:1 time is fundamental, but going one by one to your people to see how they’re doing is just as important in that 1:1 time as going through what tactically is on their plate and if/how you can help.?When kicking off a new direct report relationship, it’s important to understand working styles, set expectations, and find out how they want to be motivated and recognized. Knowing how someone is feeling and how you can help keep them engaged amid burnout and other issues they as individuals may be facing isn’t hard. Make time and ask questions while actively listening.?

Something I took from a previous manager of mine, Terrence Cummings , is a separate, deliberate monthly 1:1 conversation. In addition to having this as a separate time from a weekly 1:1, another component to this "monthly" is to start with the question, “On a scale of 1-5, how are you feeling at the company?” (I'm a big fan of using decimal points in my own answers and encouraging the use of them as I find whole numbers challenging to settle on with this). This was a helpful tool I took with me in subsequent teams and workplaces and provided me with a quantitative basis for the qualitative conversation taking place. Understanding what’s behind that number and how can we improve it, what do we need to do, and what changes need to be made were all part of the conversation. These separate monthlies are an opportunity to know too if they feel they’re still learning in their role and at the company, have opportunities to grow, utilize growth objectives identified in previous review cycles, and talk through where I as their manager could help. These are things that can get lost in a weekly if left up to utilizing your existing 1:1 block. Carve out separate time and be deliberate. Don’t let development get lost.

Lastly, as a people manager, remember in those “survive moments” (and in any moments) to not project your stress onto your team. I’ve seen this so much. Figure out a way to either share your issues with peers and certainly UP with your own manager. It’s not up to your direct reports to support you in whatever you’re going through (professionally and certainly not personally). Don’t put your stress onto them, but DO communicate that up and be real with your direct reports.