Inspired by true events:
Rebecca leads a team of 7 customer success representatives of an auto parts manufacturer. She is dear friends (like baby shower friends) with 2 of them, get’s along with 4 of them, and can’t stand the last one. Always mindful of her manager feedback, Rebecca has put in a process to make sure everyone gets a fair amount of attention and guidance.
It’s a Tuesday morning and her Starbuck’s run is right on time at 8:15. While in line she checks the latest on her Twitter timeline, Facebook feed, and Snaps one of her best friends that she just got back from a bachelorette party 2 weeks ago stating: “wish we were still there!!” She grabs her coffee just in time to glide into the work morning and reply to 20 minutes of emails before her 9:00 a.m. daily standup. (Feedback loop #1).
The daily stand up takes 10-15 minutes for the team. Simple, short, and sweet: 3 major items they finished yesterday, three major items they will get done today. For those that are travelling and visiting customers, they’ll put their daily update in their “statuses” Slack Channel.
Here is Rebecca’s for Tuesday:
Notice Monday she had two 1 on 1 meetings and today she has another two today. (Feedback loop #2) Rebecca holds bi-weekly 1 on 1 meetings with each direct report. According to her “it’s where the meeting is about the direct report — whatever they want to discuss.” Each meeting was originally guided by word documents, then upgraded to Google Docs, now she has simple software for her 1 on 1 meetings so she doesn’t even have to mess with all the manual back and forth. Below is what Landon, Rebecca’s direct, wants to discuss in today’s upcoming 1 on 1 meeting.
She’ll have time to prepare for the 1 on 1 meetings because they are in the afternoon.
In between the daily standup and lunch, she needs to put together the monthly customer success report for leadership, proofread the first draft of her blog post and have the thirty minute weekly team meeting (Feedback loop #3) all before lunch time. That and of course, make sure her friend from the bachelorette party received her Snapchat from the a.m. and looks at Instagram for 5 minutes in between tasks.
The weekly team meeting is important to build a sense of urgency and accountability within her team. Peer accountability is a very strong motivator. This is where Rebecca puts on her most militant persona. Everyone reviews weekly goals as a team and it’s clear where each individual stands against their goals. Rebecca is smart and has clearly defined goals for her team: increase customer retention by 15% this quarter with have net negative churn. There are clear metrics around behaviors towards that revenue. The goals were spawned from the quarterly goals she set with her leadership team and they are actually in her quarterly performance review (Feedback loop #4).
That’s right. Her quarterly review just happened the week prior with her boss. It’s clear Rebecca is a rising star and wants clearly defined quarterly goals so she can communicate the standards to her team. Fortunately, her performance reviews are light weight and only take an hour once a quarter. This is saves her time and her boss time when it comes to the end of the year.
In the quarterly performance review, she did get approval for her team’s quarterly outing (Feedback loop #5). That’s correct, she lobbied her boss a $500 stipend for her team to enjoy and spend if they hit their goal from last quarter. The quarterly outing is always a great place to let loose.
They did and they’re going bowling.
Rebecca uses 5 feedback loops to ensure manager feedback for each member of the team, whether she likes them or not, get the proper communication, accountability, and guidance from her.
- The Daily Standup
- The Bi-weekly 1 on 1.
- The Weekly Team Meeting
- The Quarterly Performance Review
- The Quarterly Celebration / Offsite