Corporation First Meeting With Direct Reports In Franklin
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FAQ
Leadership team meetings should be held on a regular basis, but to be mindful of executives' busy schedules, monthly or quarterly is usually a good cadence.
We recommend that CEOs meet with their Direct Reports two times per month with one of the meetings serving as a Development One-on-One and the other meeting serving as a Business One-on-One. Development One-on-Ones focus on the Direct Report and their development.
Research and experience show that employee engagement (and by extension, performance) is highest when employees have weekly check-ins with their managers. If managers have more direct reports than they can meet with for 30 minutes each week, they should consider reorganizing their reporting structure.
What would you want a brand new direct report to ask you on day 1? Big picture, how do you view your role? What are the team's primary projects right now, and who is responsible for what? How do you stay synced with employees? Do you prefer to communicate by email, Teams, or in-person?
Managers should have no more than 7 direct reports at any given time. (maaaaaaybe 8). Any more, and they won't have time to infuse their team experience with the functional or industry-specific expertise that they need to shape teamwide success. Also, managers with more than 7 or 8 reports will burn out - and quickly.
Having less than 4 or more than 10 direct reports for this group would suggest it may be appropriate to review the span of control. While the number of direct reports is a fundamental component of an executive's scope of responsibility, it is not the only indicator.
One-on-one questions employees can ask managers What steps can I take right now to progress my career with the company? If I could improve one skill between this meeting and next, which would you choose? Where do you see my role evolving in the next 6 months and 1 year?
6 essential questions you should ask in every team meeting As a team, what can we do better? ... What else can I do to better manage our team? ... What's our biggest roadblock as a team? ... What resources would help our team achieve more success next week/month/quarter/year? ... What's our greatest achievement since the last meeting?
Here are four great questions to ask in the beginning of your reporting relationship. What's most important to you when it comes to communication with me and the team? How do you feel about our level of interaction? Do you need more or less? What actions or efforts would you like to see for me in the next three months?
