The Metiss Group's Blog

In their book “Contented Cows Still Give Better Milk, The Plain Truth About Employee Engagement In Your Bottom Line,” Bill Catlette and Richard Hadden describe how animal science studies have shown that dairy cattle who are given a first name and are regularly called by that first name will produce an additional 60 gallons of milk annually. That’s amazing; simply paying attention to the producer increases their productivity.

How does that translate to leading direct reports? Experience has shown that leaders who conduct regular one-on-one meetings with their direct reports get much more productivity out of those direct reports.  Sometimes it’s hard to remember these one-on-one meetings need to be about what the employee needs, not focused on their boss.  Everyone needs the undivided attention of their boss and it is proven that those who get that attention are more productive.

Empowered leaders conduct regular one-on-ones with their direct reports and experience more success.

“Hide not your talents. They for use were made. What’s a sundial in the shade?” — Benjamin Franklin

Whether it’s the strengths based books from Marcus Buckingham and Tom Rath, a high school sports coach, or grandmother’s sage advice, we’ve all heard the maxim “use your strengths for success.”  Many leaders go as far as to assess their direct reports to determine their strengths and encourage them to capitalize on their unique abilities.  But what happens when those strengths are taken to an extreme?

An excess of anything can result in undesirable consequences.  Leaders need to be aware how this might impact their team.  One of the more common workplace challenges is the domineering associate recognized for delivering results and overcoming obstacles who, when taking their strength to the extreme, alienates those around them.  Another is the deep thinking, reflective associate successful for their profound problem solving abilities who, when getting too wrapped up in collecting and crunching data, fails to meet deadlines.

Leaders should encourage their direct reports to identify, leverage, and capitalize on their talents and praise them when they succeed in this approach but be prepared to offer course corrections if the behavior becomes too extreme.

Empowered leaders understand their direct report’s strengths and help them be leveraged for greater success.

Recruiting does not end when a new employee starts. It is important to cement retention during the first 90 days of employment. Hiring managers must make sure the employee’s desk is prepared for their first day.  Do they have a computer? Are their phones ready?  Is their work area ready?  Is there a plan for their first few days, including lunch?  And most important of all: do they understand their accountabilities?

Hiring managers should meet with the new direct report on their first day, and on a regular basis during the first 90 days to provide feedback and review the new hire’s accountabilities. It’s best for the hiring manager to formally check in with the new direct report at 30, 60, and 90 days to see if their expectations match reality, whether they have all of the resources they need, and to provide mutual feedback.

Hiring managers need a plan to provide adequate training and resources for the new direct report so that they can be successful. This doesn’t mean just providing them with manuals to read.  Hiring managers should have the new hire shadow people in different areas or have some of the most experienced people share war stories.  If they must read manuals, schedule breaks at various sections of the manual to discuss application of what they read to the work they will be doing.

Considering all of the hiring manager’s resources it took to recruit a new hire, it’s important for them to cement the relationship with the new hire and empower them for success right from the beginning.