It’s just one part of being skilled at leading Compelling Conversations
And in order to lead Compelling Conversations, your managers must become exceptional at the 4 Ups!. That means they:
- Bring it Up! Courageously introduce any topic into conversation
- Talk it Up! Candidly share intent, accept input, fuse views, and engage agreement
- Wrap it Up! Clearly gain heartfelt, mutual commitment with clear actions
- Follow it Up! Conscientiously ensure follow through and progress
We advocate that following up conscientiously means your managers “inspect what is expected,” they share clear assignments, hold people accountable, and establish a regular review processes to track progress.
Inspect what is expected is about making sure that what needs to be delivered is being delivered, and then providing on-going feedback and coaching. When we say “inspect” we are not referring to micro-managing, rather the management practice of strong and consistent follow up. We are checking in with employees to remove barriers to performance and to offer support, resources or guidance.
In almost every workshop we run, we hear that lack of time is the number-one killer of follow-up. At the risk of being confrontational, I believe it has much more to do with your leader’s lack of conscientiously and diligently scheduling and prioritizing this activity.
What 4 actions can your leaders take, today, to follow up effectively?
- Commit to using their calendar. Period!
- Reflect on the difference between checking-up and checking-in.
- Ask questions. Align appropriateness with stakeholders by asking such questions as; “When is it appropriate for us to follow up?” or “How often should I check-in with you?”
- Develop the mindset of support. Think about using a coaching style to solve hurdles, offer help and resources, and remember to celebrate success.